SLIDESETWHERE,HOWTOBEOPEN.PPTX
© innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibit...
SLIDESETWHERE,HOWTOBEOPEN.PPTX
© innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibit...
SLIDESETWHERE,HOWTOBEOPEN.PPTX
© innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibit...
SLIDESETWHERE,HOWTOBEOPEN.PPTX
© innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibit...
SLIDESETWHERE,HOWTOBEOPEN.PPTX
© innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibit...
SLIDESETWHERE,HOWTOBEOPEN.PPTX
© innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibit...
SLIDESETWHERE,HOWTOBEOPEN.PPTX
© innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibit...
SLIDESETWHERE,HOWTOBEOPEN.PPTX
© innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibit...
SLIDESETWHERE,HOWTOBEOPEN.PPTX
© innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibit...
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Where to innovate open (Open Innovation)

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Where to innovate open (Open Innovation)

  1. 1. SLIDESETWHERE,HOWTOBEOPEN.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibitedSlide Set Where, How To Be Open.pptx Service Offering Determining where to innovate openly and how to be open in these areas
  2. 2. SLIDESETWHERE,HOWTOBEOPEN.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibitedSlide Set Where, How To Be Open.pptx Is this your situation? Your firm has already some singular experiences in open approaches to innovation, e.g.  (Consumer-driven Open Innovation) Ideation contests, Netnography projects  (R&D-driven Open Innovation) Using intermediaries (e.g. NineSigma), Innovation clusters  (Intra-firm Open Innovation) Innovation Jams - 2 - ● There are still general discussions about benefits and risks of innovating openly that lack a clear focus ● It is still not clear in the organization that innovating openly is not a binary yes /no, but a deliberate decision ● There is no complete and coherent picture of the spaces in which it makes sense to innovate openly ● You are wondering if there is a stringent process that will uncover all the spaces in which Open Innovation will be beneficiary ● Furthermore you are wondering if this process could also provide insights into which form of Open Innovation (e.g. Ideation contest, intermediaries, Innovation Jam, innovation cluster,…) might be most favorable in the identified spaces
  3. 3. SLIDESETWHERE,HOWTOBEOPEN.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibitedSlide Set Where, How To Be Open.pptx Then, innovation-3 might provide the solution ● We are doing a quick scan with proven methodology on the spaces where innovating openly makes sense • Technologies • Processes • Markets / Business models ● We are prioritizing the findings from the quick scan ● We suggest which forms of open innovation would be most helpful in the identified spaces ● We have a high-level discussion on our suggestions and select the most promising ones ● We come up with an implementation plan that highlights where and how Open Innovation is helpful and how this can be achieved - 3 -
  4. 4. SLIDESETWHERE,HOWTOBEOPEN.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibitedSlide Set Where, How To Be Open.pptx Our project experiences show that Open Innovation potentially adds value in three search fields ● Convergence ● Business model innovation ● Extending product / service portfolio ● Extending markets (e.g. product vendor  systems supplier) ● Process innovation ● Extending competitive advantages in core processes ● Convergence ● Product innovation Time-to-market ● Focus on core technologies … ● … while at the same time extending the technology basis Search fields Strategic rationale - 4 - Business modelsProcessesTechnologies
  5. 5. SLIDESETWHERE,HOWTOBEOPEN.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibitedSlide Set Where, How To Be Open.pptx For analyzing Open Innovation opportunities / necessities in technologies and processes, the innovation-3 portfolio tool has proved to be effective - 5 - Attractiveness • Development potential • Breadth of application • Compatibility Competitive position • Degree of mastery • Potential No Yes Case-by-case Where to be open
  6. 6. SLIDESETWHERE,HOWTOBEOPEN.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibitedSlide Set Where, How To Be Open.pptx In determining where to be open, the right degree of openness needs to be determined - 6 - ● Convergence ● High levels of interdisciplinary research ● Globalization ● IP mainly in tacit know-how and trade secrets ● High technological intensity ● Rapid technological change ● High R&D risks ● High strategic breadth ● Focus on radical innovations Firm-specificfactorsExternalfactors ● Low clock-speed of industry ● Strong regulations ● Secrecy frameworks / strict regula- tions for selection of co-innovators ● Strong, controlled IP strategy ● Focus on incremental innovation ● High relevance of tradition and existing competences ● Non-innovative mindset of Executives Degree of openness - Open Innovation Inhibitors Open Innovation Drivers
  7. 7. SLIDESETWHERE,HOWTOBEOPEN.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibitedSlide Set Where, How To Be Open.pptx In determining how to be open within the identified spaces, innovation-3 has implemented or analyzed more 30 (outside-in) open approaches to innovation - 7 - Decreasing degree of specification Decreasing degree of familiarity Open-end searchTargeted search Known innovation partners Unknown innovation partners 01 02 03 04 05 09 12 20 21 22 23 10 25 26 27 28 14 06 1115 16 241918 08 1307 17 Idea contests Proprietary external innovation network Innovation cluster Note: 3 examples shown in order to demonstrate the portfolio methodology
  8. 8. SLIDESETWHERE,HOWTOBEOPEN.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibitedSlide Set Where, How To Be Open.pptx A controlled process with 5 steps produces the answer to your questions - 8 - Preparation Quick scan: Charting the landscape Define spaces where to be open Assess how to be open in the defined spaces Operationa- lization Steps ● Scope of pro- ject ( Proces- ses, technolo- gies and Busi- ness Models) ● Defining the “yes” and “nos” for innovating openly ● Deep-dive on the “case-by-case” fields for inno- vating openly ● Defining the most relevant open approaches to innovation ● Detailed plan for moving ahead Key Result Other Results ● Repository of past / current open approa- ches to inno- vation ● Input for tech- nology and innovation management ● External bench- marks ● Education on forms of Open Innovation currently not in use ● Supporting material for corporate communication and education ● Additional input for technology and innovation management
  9. 9. SLIDESETWHERE,HOWTOBEOPEN.PPTX © innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibitedSlide Set Where, How To Be Open.pptx - 9 - Would you like to start our conversation? Frank Mattes Founder and CEO, innovation-3 Grillparzerstr. 4 II / III 65187 Wiesbaden Tel.: +49-(0)611-59057-0 frank.mattes@innovation-3.com www.innovation-3.com

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