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Beautiful beginning for open innovation


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Beautiful beginning for open innovation

  1. 1. A BEAUTIFUL BEGINNING FOR OPEN INNOVATIONJourney of the Document Services Valley, Venlo, 28-03-2013 Initiated by Maastricht University
  2. 2. ACKNOWLEDGEMENTSWe would like to thank those who helped our process developing this report.At Document Services Valley….Bart van As, Huib Adriaans, Lucien Bongers and Frederik Vieten for their support,approachability and for the deep insights into Document Services Valley. BartNieuwenhuis, Jan Verschaeren, Henk Burks for their advice and inspiring comments andall entrepreneurs who participated in our research during the interview sessions and thesurvey.At Service Science Factory…Jos Lemmink for academic advice, motivating support and guidance. Paul Iske for a veryinteresting discussion at the inspiring Dialogues House Amsterdam. Jochen Barth for hiscounsel and practical insights. Service Science Factory for hosting the Dutch IncubatorAssociation symposium.And…Our speakers and participants of the Dutch Incubator Association symposium for sharingtheir experiences and learnings on open innovation.
  3. 3. 93 % of participating entrepreneurs think that Document Services Valley has an added value for their companyFOREWORD Document Services Valley is an initiative of Canon-Océ, Maastricht University and Exser to facilitate document and information service innovation.The Valley is located in Venlo, Netherlands, and was opened in September 2011 with the Symposium “Excellence through Document Services Innovation”. After 1.5 years of continuous improvement and growth, it is time to look back at all the achievements and learnings that this initiative offered, but also time to evaluate and decide on the future of Document Services Valley. This report guides you through the journey of Document Services Valley and through our research on how to create a sustainable environment for open innovation. Please join us in reliving the beautiful beginning of open innovation at Document Services Valley.
  4. 4. READING GUIDE This reading guide shows you immediately what pages of our report could be most interesting for you, making it easier to find your way through the journey of Document Services Valley. FOR THE GOVERNMENT FOR ENTREPRENEURS AND START-UPS To see what PADSI (Program for Acceleration of Document If you are already in the PADSI: To see… Services Innovation) entrepreneurs… • The visualized results of our research pp.15 • Think of the Document Services Valley way of open • The challenges ahead for Document Services Valley p.29 innovation pp.15 If you are interested to join Document Services Valley: To see… • Think of the success of Document Services Valley pp.20 • What PADSI entrepreneurs say about the success of Document • Like about Document Services Valley p.23 Services Valley pp.20 To see what this report means for you p.27 • Quotes of our PADSI entrepreneurs p.23 • The challenges ahead for Document Services Valley p.29 To see what this report means for you p.28 FOR CANON-OCÉ & AFFILIATES FOR BUSINESS DEVELOPERS To see… If you are a Business Developer at Document Services Valley: • Our research approach p.13 To see… • The visualized results of our research p.15 • The feedback on your work pp.20 • The insights for an open innovation environment p.24 • The challenges ahead p.29 • What this report means for you p.27 If you are a Business Developer at another open innovation • The challenges ahead for Document Services Valley p.29 initiative: To see… • The DNA of open innovation p.13 • Our research insights p.24 To see what this report means for you p.283
  6. 6. “ The best way to predict the future is to invent it Alan Curtis Kay, computing pioneerCALL FOR URGENCY
  7. 7. TRANSFORMATION OF THE PRINTING INDUSTRY CALL FOR URGENCY: SERVICE INNOVATIONIn our rapidly changing world, digitalization and everything that comes with it forms To find new ways of doing business and to stay ahead of the competition, Canon-a huge challenge for today’s industries and companies. Océ needs to innovate in the services domain.With increasing speed, consumers are adopting cloud computing and digitalstorage of their documents, which results in decreasing the need of printing these In general, it is already a true challenge to innovate and even a harder challengedocuments. In 2011 and 2012, the global volume sales of printers stagnated: to innovate in services particularly. Even if more than 70% of aggregate grossa result of growing demand in emerging markets and decreasing demand in domestic product and employment in OECD countries is achieved by services, wedeveloped markets (Euromonitor, 2012a). This growth in emerging markets is, know much less about service innovation than we know about product innovationhowever, only temporary as experts expect the consumers in these countries to (Chesbrough, 2011). Next to the typical characteristics of services – the fact thatuse online sharing and storage document services too, as soon as the Internet they are intangible and that tacit knowledge is created which is difficult to transferinfrastructure becomes faster and more advanced (Euromonitor, 2012c). Volume - customers cannot formulate what their want and may even need to participatesales of tablets are expected to exceed volume sales of laptops in 2015 with the during the whole innovation process (Chesbrough, 2011).side effect of declining newspaper circulations (Euromonitor, 2012b). And even if these new services are created, they often require “new organizationalWhat does this all mean for Canon-Océ? structures; (inter)personal capabilities or team skills” (Den Hertog et al, 2010).As “one of the world’s leading providers of document management and printing Service innovation for Océ is essential, which is why Document Services Valleyfor professionals” (Océ, 2012), Océ faces the same struggle as its competitors: was founded.the printing volume is declining and the “financial performance over 2011 was “disappointing” (Océ, 2012). 4,000 With innovative document management 3,900 services, a provider like Océ Business Services is in a position to maintain US$ million 3,800 3,700 healthy margins 3,600 3,500 3,400 2011 2012 Anton Schaaf, CEO at Océ N.V. ~ Printing business unit revenue by fiscal year 2011-12, Euromonitor 2012c 6
  8. 8. OPEN INNOVATION Other Licensing firms which is why open innovation comes with a lot of challenges: top-management market support is important, mutual trust is essential but the best practices to create an Technology spin-offs environment for open innovation are not clear yet (Lee et al, 2010) and the ‘Not- New Invented-Here’ syndrome is present in managers’ minds (Laursen et al, 2006). Internal market Nevertheless, changed innovation practices can have a tremendous impact on a Canon-Océ OPEN INNOVATION FUNNEL company’s success (Bowen et al, 2010), for multinationals as well as for SMEs technology (Brunswicker et al, 2011). base Canon- Open innovation seemed to be a promising yet challenging path for Canon-Océ to Document and information Océ explore the world of service innovation. Let’s see how this journey began. “ services companies market External technology Open innovation is the use of purposive base Technology insourcing inflows and outflows of knowledge to accelerate internal innovation, and Research Development To market expand the markets for external use of ~ Ideal open innovation paradigm visualised for Document Services Valley. Adapted from Chesbrough’s open innovation innovation, respectively. [This paradigm] funnel (Chesbrough, 2003). assumes that firms can and should useSo the call for urgency was on, but how to innovate in services when you are a external ideas as well as internal ideas,product-oriented company? and internal and external paths to market,A first step is to recognize, understand and admit that you cannot have all theknowledge you need yourself (Chesbrough, 2003). Searching for expertise as they look to advance their technology.outside of your organization instead of thinking that you need to discover the holygrail yourself. Selling and buying IP instead of desperately protecting it. In 2003,Harvard Business School professor Henry Chesbrough described this changeof mindset, this change of structuring your R&D processes as the change “fromClosed to Open Innovation” (Chesbrough, 2003). Since 2003, many multinationalshave applied the open innovation approach and it has been shown that the Henry Chesbrough, Open Innovation,breadth of innovation search positively affects a firm’s innovation performance Researching a New Paradigm (2006)(Laursen et al, 2006). Still, changing the organizational mindset is very difficult,7
  9. 9. “ Innovative document services are the way into successful global business Harry Loozen, founding chair Document Services ValleyTHE BEGINNING
  10. 10. OPENING SYMPOSIUM Government Canon-Océ Ministry of Economic Affairs Province of Limburg Document Services Valley Document and information Open Business services entrepreneurs and Innovation Services start-ups Center School Maastricht University Exser~ Document Services Valley, opening symposium Economy (jobs) Finance/ Resources Knowledge ~ Key actors and their relationships, 2011-12DOCUMENT SERVICES VALLEY OPENING MISSION AND OBJECTIVESMore than 215 visitors attended the opening symposium “Excellence through So the starting point of Document Services Valley is clear. Where did we want toDocument Services Innovation” that was held on 15-09-2011. go with this open innovation initiative that should open us a window to the world ofWhile the speakers emphasized the importance of innovative initiatives for the document and information services?Netherlands, Limburg, Canon and Océ, visitors could experience the potential of Harry Loozen, founding chair who played an instrumental role initating Documentdocument and information services management in several workshops. Services Valley, formulated it like this:Inspiring quotes from the speakers of the symposium display the atmosphere of “The ambitious objectives of our Open Innovation Center:the Document Services Valley opening: 1. To create a knowledge network of document-related partners (companies and knowledge institutes)Anton Schaaf (Océ): “We really believe in the strategic importance of document 2. To share knowledge and ideas on document services and document technologyservices as its business potential is significant. We also are convinced that this with the community of our partnersonly will happen if we offer our customers new and innovative services and for that 3. To start open innovation projects to develop and to bring to the market togetherDocument Services Valley is an essential instrument”. [...] 4. To offer shared facilities and services to companies and open innovationChris Buijink (Ministry of Economic Affairs, Agriculture and Innovation): “It would projectsbe wonderful if in five years time I found that in Venlo and its surroundings new 5. To guide open innovation collaboration projects from idea phase to revenuebusiness activity had developed with strong ties to knowledge institutes and a generating phase” (Loozen, 2011)strong link to the high tech systems and materials policy of this Government”.Ryoichi Bamba (Canon): “Canon is fully committed to technological advancementand such collaboration between industry, government and academia is theinnovation path for the future”.9
  11. 11. OPEN INNOVATION CENTER Document Services Valley Board Henk ProfessorDocument Services Valley is composed of the Business Services School and the Burks BartOpen Innovation Center. Within the Open Innovation Center, several processes Nieuwenhuistake place to facilitate and promote innovation, collaboration and the developmentof ideas.Start-ups and SMEs can apply for the Program for Acceleration of Document Professor JanServices Innovation (PADSI), where they are guided and supported by one of the Jos Verschaerenfour Business Developers. The decision whether the company is ready for the nextphase of the program is made by the board of Document Services Valley. LemminkMonthly networking moments, the Document Services cafés, contribute in aninformal way to the environment for open innovation. Operations Dmitri Jo Stoffels Pitching Kiefer Co-work Mentoring spaces Willem Diederik de Expert Boijens Loë guidance Cafés and events Collaboration Networking Business Developers Peer to peer Bart van Frederik Workshops feedback As Vieten Stage-gate- process ~ The Open Innovation Center Lucien Huib environment visualised Bongers Adriaans Operational managers & Start-up Document Services Valley Business Developers companies board ~ Document Services Valley team, 2013 10
  12. 12. OPEN INNOVATION PROCESSES PHASE 1: RESEARCH PHASE Validation of market and technology, providing insight in the commercial feasibility. This phase ends with a business plan. PHASE 3: MARKET PHASE Scaling of the new document service with an additional two customers. Concept ready for scale-up investments. Document and information services entrepreneurs and start-ups PHASE 2: TEST PHASE Testing the concept with at least one customer. This phase ends with an investment plan. ~ PADSI visualised ~ Scenes from a caféPADSI STAGE-GATE-PROCESS DOCUMENT SERVICES VALLEY CAFEThe PADSI process is a typical stage-gate-process (Cooper, 2008), that helps The cafés are monthly held network moments, where the whole Document Servicesthe entrepreneur with the development of his or her concept. It consists of three Valley network meets to exchange knowledge and experiences. These networkphases: Research, Test and Market Phase. Entrepreneurs need to pitch in front moments are joined on average by 75-100 people. The café is open for everyoneof the board in order to be admitted to the next phase. During the whole process, who is interested in document services, which results in a broad mix of PADSIit is emphasized that the entrepreneur is in control of his or her project and also companies, Canon-Océ employees, potential suppliers, customers and investors.keeps the IP rights of his or her idea. The Business Developers help with writing During the café, several PADSI companies pitch in front of the audience to practicethe business plan, preparing the pitch moments, connecting the entrepreneur to their entrepreneurial soft skills and to give their fellow PADSI entrepreneurs an ideaexperts for marketing or technology and provide support to the entrepreneur. of what their concept is. Regularly organized workshops complement the cafés.11
  13. 13. “ You cannot change my DNA but I will change if you change my environment. Similarly, its not about telling people to be creative, but creating an environment where they can be Professor Paul Iske, chief dialogues officer at ABN AMRO, professor open innovation at Maastricht UniversityENVIRONMENT FOROPEN INNOVATION
  14. 14. THE DNA OF AN OPEN INNOVATION ENVIRONMENTINTRODUCTION TO RESEARCHNot only has open innovation been a promising innovation approach for 47 entrepreneurs have participatedcompanies in different industries and of different sizes, it has also been a widely in the survey. Out of these, 8 PADSIdiscussed topic among academics. Still, several aspects are not clear yet: most entrepreneurs are not part of theof the academic research has dealt with case studies of multinational companiesand not with how open innovation can benefit SMEs (Brunswicker et al, 2011). initiative anymore. Phase 3 7 PADSI entrepreneursFurthermore, a lot of research has been conducted on the topic of challenges 5 participated in surveyand difficulties that management has to deal with when changing a company’sinnovation approach but not on how precisely to cope with these challenges and Phase 2difficulties (Chesbrough et al, 2006). Also, Henry Chesbrough himself calls for 36 PADSI entrepreneursmore research on how to bring open innovation to services, provoking the still very 18 participated in surveyproduct-focused mindset of innovation departments (Chesbrough, 2011). Phase 1 42 PADSI entrepreneursThis all makes the story of Document Services Valley a very interesting one: 16 participated in surveyit’s about the very start of an open innovation initiative, the very beginning ofcollaboration between SMEs in the field of service innovation. ~ PADSI entrepreneurs as at January 27th, 2013 and survey participation dataRESEARCH APPROACH KEY DEFINITIONSDuring November and December 2012, we conducted interviews with DocumentServices Valley’s Business Developers, board members and eleven of the PADSI The definitions of each of the factors are given in the research model andentrepreneurs to understand the procedures, process and atmosphere of the Open what we understand by the term ‘environment for open innovation’ is givenInnovation Center. below.The interviews revealed several aspects, that could influence the environment for Environment for open innovationopen innovation in a positive way. We compared these to success factors for open Because of the early phase that Document Services Valley is still in,theinnovation that are given in scientific literature. collaboration between PADSI entrepreneurs is limited. Hence, the onlyThis resulted in a research model with a selection of factors. These selected aspects that we measure at this point of time are the intentions andfactors were clustered into (1) Nature of collaboration (2) Emergent states (3) expectations of participating entrepreneurs. Therefore, the open innovationStage-gate process (4) Competencies of Business Developers. environment is defined as an environment where participating entrepreneurs • are willing to collaborate with other participating companies,We hypothesized a positive correlation of each of these factors with the • are willing to collaborate with Canon-Océ,environment for open innovation. • see other participating companies as potential partners andTo test this correlation, we conducted a survey among the PADSI entrepreneurs. • expect that Document Services Valley contributes to the long-termThe results of the survey have been analysed with statistical tests to study success of their company.the potential relationships between the factors of our research model and theenvironment for open innovation.13
  15. 15. RESEARCH MODEL Competencies of Business Developers COMPETENCIES OF Nature of collaboration This factor measures the competencies of the Intensity is defined as degree to which participating Business Developers, namely whether they BUSINESS DEVELOPERS entrepreneurs think that the interaction with other have self-, interpersonal-, project- and/or content companies during the cafés has been inspiring. management skills (Du Chatenier et al, 2010). • Self management Frequency is defined as regularity of café visits of • Interpersonal participating entrepreneurs. management • Project management • Content management STAGE-GATE PROCESS NATURE OF ENVIRONMENT COLLABORATION • Structure FOR • Administration effort OPEN INNOVATION • Intensity • Frequency EMERGENT STATES • Social environment Stage-gate-process • Internal locus of control Emergent States Structure is defined as degree to which participating This factor describes the “cognitive, motivational and entrepreneurs agree that the PADSI process helped to • Willingness to learn from affective states” (Du Chatenier et al, 2009) open innovation structure their concept. others participants are in. This includes how participating Administration effort is defined as degree to which • Level of trust entrepreneurs perceive the level of trust, the willingness to participating entrepreneurs agree that the PADSI learn from others, the informal or social atmosphere and administration requires a relatively low amount of time and whether they have the feeling that they themselves are in effort. control of their concept. 14
  16. 16. EMERGENT STATES the feeling that they are putting themselves at riskOpen innovation requires an atmosphere in whichparticipants are encouraged to share information 85% do not see other PADSI (Edmondson, 1999), but this process of admitting is the starting point for an open innovation friendlythat can be sometimes confidential. For this sharing companies as competition environment. A general willingness to learn among participants can therefore contribute to thisprocess to happen, it is necessary that participantsare in a certain state. environment. Among the PADSI entrepreneurs that participated in our survey, all entrepreneurs indicatedA social environment can facilitate the knowledge-sharing process as it can make the participants feel 19% that they like to learn from ease and trust each other. At Document Services Neither agree,Valley, the cafés offer the PADSI entrepreneurs the Another part of the factor Emergent States is the nor disagree 81%opportunity to get to know each other in order to internal locus of control. Individuals who feel that theystimulate collaboration. It is essential that participants themselves are in control of their concept, project orare not overly friendly in order to still be able to business, are individuals with an ‘internal locus ofcriticize each others’ ideas, as criticism and discussion control’. These individuals having an internal locus ofare necessary for innovation and collaboration (Du Disagree that they control are “associated with entrepreneurial behaviorChatenier et al, 2009). An informal atmosphere can cannot trust other and a preference for innovative strategies” (Wijbengapromote both the opportunity to offer constructive PADSI companies et al, 2007). If the PADSI process and the Documentcriticism and to search for collaboration in a natural Services Valley environment stimulate this perceptionway. It is therefore important to see whether of internal locus of control, this would possiblyparticipants in an open innovation initiative perceive improve the willingness to collaborate and innovate with others.the atmosphere as informal. 4% 15% I cannot trust other participating PADSI companies. Neither agree, nor disagree Neither agree, 85% nor disagree The results of our survey show that the PADSI entrepreneurs think that the cafés create an informal atmosphere. An informal atmosphere is of course 85% 11% Disagree not enough; the informal atmosphere should ideally influence the learning climate of the open innovation Agree that they are Agree that the cafés initiative. in control of their create an informal This learning climate can be critical for the success of atmosphere project open innovation. An optimal learning climate includes mutual respect and trust, collaboration rather than competition, and people that want to share instead of hold back their knowledge (Du Chatenier et al, 2009). Furthermore, asking for help and admitting that youThe Document Services Valley café environment During the PADSI process, I have the feeling that Icreates an informal atmosphere. do not know something yourself gives individuals myself am controlling the progress of my project.15
  17. 17. COMPETENCIES OF BUSINESS DEVELOPERSThe characteristics and skills of the Business 11% 2% 85% 96%Developers involved in an open innovation Neither agree,initiative such as Document Services Valley can Neither agree, nor disagreeinfluence the environment for open innovation nor disagreein several ways. In general, “heterogeneousteams with a broad range of skills and Agree that Business 4% Agree that Businessexperiences promote creativity, innovation andproblem solving” (Du Chatenier et al, 2010). Developers have project management Disagree Developers have content management 2% DisagreeMore specifically, four different clusters of skills skillscompetencies are expected to influence theopen innovation environment:(1) self-management skills (basis for othertasks), (2) interpersonal management skills,(3) project management skills and (4) contentmanagement skills (Du Chatenier et al, 2010). Meaning that most of our PADSI entrepreneurs think Meaning that most of our PADSI entrepreneurs consider that the Business Developers coordinate the PADSI the Business Developers to respect and value their process in a satisfying manner and that they are able ideas. to adapt to their (=the entrepreneurs’) changing situations. 10% Neither agree, 2% nor disagree 90% Neither agree, nor disagree 87% 3% Agree that Business 8% Disagree Agree that Business Developers have interpersonal Disagree Developers have self management management skills skills Meaning that most of our PADSI entrepreneurs think Meaning that most of our PADSI entrepreneurs that the Business Developers create an atmosphere consider the Business Developers to be very committed that makes it easy to trust them and others and that to make Document Services Valley a success. they are approachable. 16
  18. 18. STAGE-GATE-PROCESS REASONS TO JOIN DOCUMENT STAGE-GATE-PROCESS 17% SERVICES VALLEY Neither agree, Stage-gate models – as formally introduced by nor disagree 79% Before the entrepreneurs join the PADSI, they Robert Cooper (Cooper et al, 2002) – have become have their own reasons why they would like to participate. “crucial in innovation management” (Brunswicker et al, 2011). A stage-gate-process, just as the PADSI 4% To understand and improve the environment process, can help Business Developers as well as Disagree for open innovation at Document Services the PADSI companies to structure the development Agree that PADSI Valley, one also has to understand the various of their concepts. It can help to define the concept requires a relatively motives of entrepreneurs to join this initiative in a way that PADSI entrepreneurs see where they low amount of (Antikainen et al, 2010). These motives must need more knowledge so where they would need to administration be evaluated thoroughly and taken into account collaborate and where they have sufficient knowledge when formulating the future strategy for Document to go further. This can also lead to a better focus on Services Valley. For 83% of the PADSI companies, choosing partners for collaboration. the financial help they get is the most important reason to join Document Services Valley. Also the support to structure their business plan, the access The time and effort for the PADSI administration is relatively low. to knowledge and to a sector network are important reasons to join this open innovation initiative. 26% Neither agree, Nevertheless, a formal stage-gate-process also comes with a lot of administration, which can be hampering for open innovation: “bureaucracy, 62% nor disagree administrative burdens and conflicting rules” result from the involvement of governmental subsidies and/ Phase 3 or venturing (Van de Vrande et al, 2009). When there Financial help Knowledge Agree that PADSI helped to structure their 12% Disagree is a large amount of administration time and effort involved, entrepreneurs might therefore hesitate to Sector network business plans collaborate with other companies. Within the Open Phase 2 Innovation Center, the structure of the PADSI process Financial help is designed to minimize administration. The PADSI Structure of business plan entrepreneurs also perceive the administration effort Sector network as being low, which can have a positive effect on the Phase 1 environment for open innovation. Financial help Structure of business plan Knowledge The PADSI process helps me to give my concept more structure. ~ Most important reason to join per phase17
  19. 19. NATURE OF COLLABORATION 40% Sometimes 28% Neither agree, 47% 66% visit nor disagree 9% Agree that the 6% Regularly visit the Never visit interaction with other Disagree Document Services Valley cafés 4% PADSI companies is inspiring Always visit What is interesting here is that the picture split up per visit frequency looks like this:I join the Document Services Valley cafés always/ The interaction with other participating PADSI e ee % Agreregularly/sometimes/never. companies during the Document Services Valley ee Agr Agr cafés has inspired me. 47% 91% 100FREQUENCY INTENSITYThrough ongoing interaction during networking The intensity of collaboration can have a positivemoments, entrepreneurs can get to know each influence on innovation performance (Laursen et al,other. As familiarity does indeed breed trust (Gulati, 2006) as open innovation requires trust. In reality,1995), the frequency of interaction can influence it can take years to gain this trust that is needed forthe environment for open innovation positively. open innovation (Brunswicker et al, 2011). Even if this level of trust is not reached already, the quality Always Regularly Sometimes comes comes comes of interaction between participating entrepreneurs to café to café to café in an open innovation initiative can be crucial for the entrepreneurs’ decision whether to collaborate or The interaction with other participating PADSI not. companies during the Document Services Valley cafés has inspired me. 18
  20. 20. 100 Eighty Six currently running projects Number PADSI Two Hundredprojects initiated Over companies in Document Services Valley network 0 Jan 2012 March 2013 SUCCESSFUL JOURNEY
  21. 21. 79% think that participation in Document Services Valleycontributes to their company’s long-term successWhen measuring the success of an open SATISFACTIONinnovation initiative, several challenges occur due s per Dev ied ram ed ied mit edto the nature of open innovation. Outputs and A starting point for measuring success of an open fi elo ess satisf com tisfi tee tisf SI p / satisresults of such an initiative may be intangible, as innovation initiative can be the subjective measure / sa itch ied/ sa rogsome projects have not entered the market yet of asking PADSI entrepreneurs in how far they have / e B tisfied fied e ca fiedand are therefore difficult to evaluate (Perkmann been satisfied with several aspects of Document atis f usin h th satiset al, 2011). Multiple objectives and goals of h th y satis fés AD Services Valley (Perkmann et al, 2011). a wit very s wit very sdifferent stakeholders raise the question of which eP ep 75% y verstakeholder interest should be the most important ver h th h th Are Areone and whether it is even possible to make a Are Are wit witdistinction here. The most difficult characteristic Are very satisfied/ satisfiedof open innovation may be that “benefits may 83% 90% 77% 81%only be realized in the medium and long term” Not in PADSI 100%(Perkmann et al, 2011).As Document Services Valley only exists anymore 100%for 1.5 years, at this moment of time we can 83% Are very satisfied/only measure intentions, expectations and satisfied 80%perceptions of participating entrepreneurs. Wecan look at the number of companies that joinedDocument Services Valley and see the increase 81% Are very satisfied/ satisfied 60% Are very satisfied/over the past year. And we can ask the PADSI satisfiedentrepreneurs what they think is unique aboutDocument Services Valley, what they would 40%improve, how satisfied they are and what they like Phase 3most.Let’s see what they have to say… Phase 2 20% Phase 1 0 ~ Satisfaction with the PADSI program For satisfaction with the pitch committee, responses from phase 1 were excluded as phase 1 entrepreneurs have not had formal (i.e. pitch moment) interaction with the committee yet. 20
  22. 22. INTENTION TO COLLABORATE For SMEs, it is very difficult to find an 23% Neither agree, 26% Neither agree, 71% appropriate partner to collaborate with: 68% nor disagree nor disagree compared to larger firms, they do not have the resources to scan their environment for “competitors, potential collaborators and customers in the market for their technology” 9% Agree that they (Lee et al, 2010). This is why a network that includes an intermediary can help SMEs Plan to collaborate with other PADSI Disagree see other PADSI companies as 3% finding the needed support and partnering. companies in the Disagree potential partners future I’m planning to collaborate with other participating I see other participating PADSI companies as potential PADSI companies in the future. partners. 26% 70% Neither agree, nor disagree 4% Plan to collaborate Disagree with Canon-Océ in the future I would like to work together with Canon-Océ in the future.21
  23. 23. INTERACTION OUTCOME CONTRIBUTION TO COMPANY SUCCESSEven if Document Services Valley only exists for a short period of time, we Open innovation has a long-term focus (Perkmann et al, 2011) and shouldwanted to know what outcomes the interactions with other companies already therefore also result in success on the long-term. Whether PADSI entrepreneurshad for our PADSI entrepreneurs. Half of the PADSI entrepreneurs indicate that think that Document Services Valley contributes to their long-term success orthey were provided with opportunities for collaboration, which paints a positive not gives an important indication of how positive the participants of this openpicture for the future if we reconsider the 68% of PADSI entrepreneurs that plan innovation initiative are and what they expect for the collaborate with other PADSI companies. 49% 11% Neither agree, Think that interaction with other PADSI 79% nor disagree now with h dge ith ith hem wit ge 10% kno hem w companies lier hem w led ial k them om them new ided t provided them with wle Agree that participation ers Disagree t t s opportunities for ren vided ial c vided log ided ial s ded in DSV contributes to v oth it pro collaboration upp their company’s long ovi ust hno prov eur ical o o ing ent k it pr pot it pr pot it pr term success t tha it ent rep ent nk nk nk nk n hn Thi Thi Thi Thi 50% Thi tec wit 26% 30% 28% 32% 21% 40% I think that participation in Document Services Valley (DSV) contributes to my company’s long term success. 30% 20% 10% 0 22
  24. 24. ADDED VALUE OF DOCUMENT SERVICES VALLEYThe graphs displayed below show the perceived added value of Document On asking the PADSI entrepreneurs the open question of what makes DocumentServices Valley. Interesting are the high percentages for how the PADSI Services Valley unique, we got the following remarks in our survey:entrepreneurs think about the value for Canon-Océ, themselves and theircompany. These values let the 34% value for Venlo appear quite small, which it isnot as the percentages are not related to each other. The fact that one third of the “Meest interessante, innovatieve en inhoudelijke ondernemersnetwerk inPADSI entrepreneurs are convinced that Document Services Valley is important Limburg”for the region is remarkable. (Most interesting, innovative and -with respect to the content- best entrepreneurial network in Limburg) 34% 70% “Samenwerking met een bekend bedrijf, echter onder de paraplu van een stichting” (Collaboration with a well known company, but under the umbrella of a foundation) “Schitterende startup kans voor innovatieve ondernemers!” (Wonderful start-up opportunity for innovative entrepreneurs!) Agree that the Document Services Agree that the Document Services Valley has an added value for Valley has an added value for Venlo Canon-Océ “Kleinschalig maar toch breed gedragen. Silicon Valley XS” (Small yet widely supported. Silicon Valley XS) 70% 93% “Een plek om bedrijven te ontmoeten en innovatie te stimuleren” (A place to meet other companies and to stimulate innovation) “Persoonlijke Aandacht” (Personal Attention)Agree that the Document Services Agree that the Document ServicesValley has an added value for Valley has an added value for theirthemselves company23
  25. 25. INSIGHTS: WHAT DOES IT MEAN FOR THEOPEN INNOVATION ENVIRONMENT COMPETENCIESAll considered themes influence the environment for open OF BUSINESSinnovation positively and with a medium effect size DEVELOPERSIn statistical tests (Spearman’s Rho), a computed construct a starting point for collaboration. Contentfactor “environment for open innovation” management skills, so whether the Business(consisting of (1) intention to collaborate with Developers give the PADSI entrepreneurs the feelingCanon-Océ, (2) intention to collaborate with other that they value and appreciate their ideas, are notPADSI entrepreneurs, (3) perception of other significantly correlated to the environment for openPADSI entrepreneurs as potential partners and innovation.(4) expectation that Document Services Valley The competencies of the Business Developerscontributes to the long-term success of their that indeed have an influence are all related to the EMERGENT STATEScompany) was correlated to each of the four factors creation of an “internal culture that welcomes, expects(Competencies of Business Developers, Emergent and rewards innovative processes” (Eisingerich etStates, Intensity of Collaboration and Stage-Gate- al, 2009). The flexibility and approachability that theProcess). Business Developers apply in their relationships with the entrepreneurs make these relationships informalThe outcome of the test shows that all factors in nature: this can promote innovation, as “informalhave a statistically significant influence on the relationships […] may be more prone to innovativeenvironment for open innovation. This indicates that exchanges than are formal relationships” (Hemphälä NATURE OFthese factors could be valuable success factors for et al, 2012).the creation of a environment for open innovation. Furthermore, the intensity of collaboration also has COLLABORATION a significant influence: interesting, as most of theThe Business Developers of Document PADSI entrepreneurs have not moved to the OpenServices Valley have no or little incubation and Innovation Center at Venlo but only interact with theentrepreneurial experience. Still, their competencies other entrepreneurs during the cafés. This shows thatinfluence the environment for open innovation structured meetings that include presentations andpositively. Their ability to coordinate the PADSIprocess and to adapt to the PADSI entrepreneurs’ networking time could be a valid alternative for shared offices. PADSI entrepreneurs who went to the cafés STAGE-GATEchanging situations (project management skills), always or regularly answered relatively more positive PROCESStheir commitment to make Document Services on the questions concerning the environment for openValley a success (self management skills) as well innovation than PADSI entrepreneurs who joined theas their approachability and ability to create an cafés never or sometimes.atmosphere of trust within the Open Innovation ~ The visualisation tentatively represents the importanceCenter (interpersonal management skills) help to of the several factors influencing the environment for open innovation. It is based on the results of a Multiple Regression and the Spearman’s Rho test 24
  26. 26. “Since core competencies of a company can also become core rigidities, working with entrepreneurs on opportunity identification or creation can result in a lot of added value” Anita van Gils Associate Professor of Entrepreneurship at the Department of Organization and Strategy at Maastricht University “An incubator can consider the effectual mindset for coaching and can include it in its processes” René Mauer WIN Chair Center for Entrepreneurship at RWTH Aachen University School of Business and Economics “We learned open innovation is a beautiful tool to speed up the learning curve of ourselves and our industry partners, on how can we work better with each other. It’s a process of growth,DUTCH INCUBATOR ASSOCIATION SYMPOSIUM you have to build flexibility and patience into the system”Our identified success factors for Document Services Valley have been validatedby statistical analysis, but what do innovation, entrepreneurship and incubator Kees Eijkel CEO Kennispark Twenteexperts say about our success factors? During the symposium “Incubator ValueCreation: Factors for Success”, organized by and held at the Service Science “We believe the inspiring community and the concrete help inFactory in Maastricht on February 22nd, 2013, members of the Dutch Incubator terms of coaching and network access are the key to success”Association discussed with academic and managerial speakers about the successfactors for open innovation and incubators. “Role of management is most important, they should beThe symposium ended with an open round, in which Document Services Valley entrepreneurial and driven to make the company successful”director Jan Verschaeren raised a discussion on challenges of open innovationand incubator processes for a large multinational company as Canon-Océ. “Regarding business plan, we learned that early feedback from entrepreneurs, market players, venture capitalists, partners orOur speakers emphasized the role of managers – or Business Developers as we launching customers helps giving a better focus to the company”call them at Document Services Valley – and their interaction with the participatingcompanies or start-ups. Entrepreneurial experience is not necessarily required as Sonja Vos-Poppelaarsmost of the best incubator and innovation practices are being learned on the job. Head Corporate Finance TNO CompaniesThe stage-gate-process can help to structure the business plan and identifyopportunities for collaboration. “It is very important to become the hub in your community, andConcerning the factor Emergent States, the experts agreed that trust and have events with great energy so that successful entrepreneurscommunity spirit are essential for the success of start-up initiatives. Therefore, want to keep coming back and coach the next generation ofmeeting other entrepreneurs and networking can disclose a whole new world of entrepreneurs’’prospects and perspectives. The quality of the entrepreneurial community wasmentioned by the experts as being important, nevertheless the experts could not Don Ritzenagree on how the selection process to an incubator setup could guarantee this Co-Founder Rockstart Acceleratorquality. This aspect should be taken up for further research. ~ Quotes by the experts, taken from their presentations25
  27. 27. “ Open innovation within the Document Services Valley initiative can be - and is already - of great value. The beauty of it is that everyone who is involved can be considered to be a co-creator Professor Jos Lemmink, dean School of Business and Economics, Maastricht University, board of Document Services ValleySUMMING UP
  28. 28. WHAT DOES IT MEAN FOR YOU AS A STAKEHOLDER FOR THE GOVERNMENT “Meest interessante, innovatieve en inhoudelijke ondernemersnetwerk in Limburg” • Document Services Valley’s effect will only take place if the region appreciates it. This initiative can “Project has proved its success on the Dutch help contributing to the brand of Limburg by communicating the successes of Document Services market so internationalizing the concept would be Valley that have taken place in Venlo and its surroundings. very interesting” • Open innovation makes use of a large network to gather all the knowledge and expertise that could be useful for a certain business. Right now, several entrepreneurs from Limburg and the rest of the Business Developers Netherlands have joined Document Services Valley but inviting entrepreneurial talent from abroad could enrich the network even more. • Financial incentives can help attracting entrepreneurial talent to the region. For starting “I would not move my business to Venlo as a lot of entrepreneurs, receiving the money to develop their concepts is both a necessity and a priority. my clients are in other cities but I believe that the As 83% of the PADSI entrepreneurs indicate that financial help was the most important reason to location should not matter anymore in these digital join Document Services Valley, these financial incentives should be offered in the future, in order to times” attract different entrepreneurs with different visions to the province of Limburg. PADSI Entrepreneur FOR CANON-OCÉ & AFFILIATES Removing the Barriers • Document Services Valley showed that it is the right time to take a closer look at service innovation: “We tried to connect PADSI projects to Océ internal the number of companies that joined the network and the success stories of these entrepreneurs projects but it does not work, there should be a have been exceeding expectations of the founders for the short period of time that this initiative portfolio manager (ambassador) who looks for exists. external solutions for internal innovation challenges” • The collaboration between small and larger companies can result in several benefits for both (Chesbrough, 2011), but also includes risks, especially for the small companies: it can “limit opportunities and alternatives for SMEs” (Lee et al, 2010) and “lead to a loss of technological Business Developers competence” (Narula, 2004). Also, because of the fear of large companies stealing their ideas, small companies easily feel threatened. Therefore, keeping the open innovation initiative at a distance from the mother company can be helpful. For the entrepreneurs, this distance enables an “ I am still careful to communicate my idea to big environment in which they do not feel threatened. Also for the Business Developers, they are not companies - if you are talking to big companies bound to numereous rules and regulations that hinder them in their work. you should talk to the higher managers” • 34% of the PADSI entrepreneurs think that Canon-Océ provides them with opportunities for collaboration. From phase 1 to phase 3 of the PADSI process, the willingness to collaborate with Canon-Océ increases, but also the number of entrepreneurs who do not want to collaborate with PADSI Entrepreneur Canon-Océ slightly increases. This shows the potential for Canon-Océ, as entrepreneurs with market-ready projects are still interested to work together, but it also shows the risk of missed27