Henry Lopez Vega Haas Bs 9 14 2010


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This was my presentation at the Open Innovation Speakers Series in Berkeley.

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Henry Lopez Vega Haas Bs 9 14 2010

  1. 1. Connecting & Enabling: The innovation intermediaries’ challenge Open Innovation Speakers Series Center for Open Innovation Haas School of Business, Berkeley University Henry Lopez Vega Ph.D. Candidate in Management Science ESADE Business School email: henry.lopez@esade.edu Berkeley, September 14th 2010 1
  2. 2. What you ‘will’ learn: From an innovation intermediaries’ perspective • Is open innovation established in companies’ mindset? • Who drives open innovation in large corporations? • What are the benefits of open innovation? • How are innovation intermediaries facilitating open innovation? • What are the predominant innovation intermediaries business models? 2
  3. 3. Outline for today’s session •  Basics on innovation intermediation •  From one-sided to two-sided innovation intermediaries •  Two-sided innovation intermediaries •  The business model of innovation intermediaries •  Embedding innovation intermediaries in large organizations 3
  4. 4. Source: NineSigma What are the most frequent sources of external knowledge? 4
  5. 5. 1) What are the, so called, innovation intermediaries? 2) What are the type(s) of innovation intermediaries you know? 5
  6. 6. intermediation: 101 •  Thetertius gaudens. This type of brokers or structural holes act as “buffers” between two nonreduntant contacts mediator or tertius iungens: It is responsible for holding the •  The whole together or enable consensus of the two other colliding elements. •  Tertius iungens activity may involve coordination without adversarial tension and competing claims. Parties may be indifferent to one another's interests, oblivious to other potentially commensurate interests, or even share common interests without being tied together for the purposes of a given project. Simmel(1902); Burt (1992); Obstfeld (2005) 6
  7. 7. What are the most recurrent types of Innovation intermediaries? •  Innovation intermediaries (Chesbrough, 2006; Howells, 2006) •  External and internal intermediaries (Wright et al., 2008; Boon et al., 2008) •  Technology, innovation, knowledge brokers (Winch and Courtney, 2007; Hargadon and Sutton, 1997) •  Consultants as bridging intermediaries (Bessant and Rush, 1995) •  Design laboratories, incubators (Dell’Era and Verganti, 2009; Hansen et al. 2002) •  Bridging institutions (Carlsson and Jacobsson, 1995) •  Knowledge Hub (Third mode universities) (Youtie and Shapira, 2008) •  Intermediary level bodies or Technological Top Institutes (Van der Meulen and Rip, 1998) •  Virtual or electronic intermediaries (Klein and Wareham, 2008; Verona et al. 2006) •  Boundary organizations (Cash, 2001) 7
  8. 8. One-sided innovation intermediaries 8
  9. 9. One-sided innovation intermediaries •  Incubators •  Technology Transfer Offices •  Innovation agencies •  Technology, science and innovation parks 9
  10. 10. Innovation Parks   Activities related to collaborative innovation entail the Communities of interests that are designed to facilitate cross-exploration of initiatives for resident firms. Up to now these communities include: 1) health Wellness; 2) sustainability practices and 3) marketing digital. ✓  Sector selection: This phase included the identification of sectors that attract the interest of a larger number of residents. The discovery of these needs includes a survey, individual interviews and profiling of their innovation needs and current capability to innovate. ✓  Idea Generation: This step entails the collaboratively screening of information and evaluation of existing market opportunities, with internal residents and external experts, through mechanisms such as ethnography, interviews with field experts, surveys or external information. Around 80 possible ideas are initially identified. ✓  Idea evaluation: Market opportunities are scrutinized and filtered by Creapolis’s residents. Around 12 ideas are initially discussed through interdisciplinary workshops   Activities related to the open innovation part of EsadeCreapolis’s innovation funnel ✓  Project selection:   Single or a group of residents selected initiatives to develop and commercialize them along the open innovation funnel   External advice from solution providers is enacted through collaborators e.g. Research institutes from the UAB, UB Innoget, Loop, ✓  Proof of concept: Mentoring and Support assists on the commercializing by providing advice on market identification, funding and crowd-sourcing   Business Plan advice is received from two Creapolis employees and is limited due to the lack of specific knowledge and enough time to follow the development of initiatives ✓  Go to market:   Identification and selection of external partners includes advice in contacting and developing the external value network   IP tries to advice partners on how to secure and hinder the replication of developed products or services. It is provided by an external   External sources of public funding or alliances are identified for launching initiatives. PROPI 10
  11. 11. Two-sided innovation intermediaries 11
  12. 12. Source: NineSigma Barriers to adopt Open Innovation 12
  13. 13. Why do technology and idea markets need Innovation intermediaries? •  Managing and protecting identity: Arrow’s Information Paradox •  Patent contamination: Avoid reading other companies’ patents •  Reaching unexplored and distant sources of knowledge •  Finding Innovation Partners: A Massive Filtering Problem •  Identifying Useful, Non-obvious sources of knowledge •  Fostering two-sided markets Chesbrough (2006);Huston and Sakkab (2006); Lichtenthaler and Ernst (2008); Jeppesen and Lakhani (2010); Sieg et al. (2010) 13
  14. 14. Generic Innovation intermediaries’ process Adjusted from Jeppesen and Lakhani, 2010; Sieg et al. 2010 and insights from NineSigma 14
  15. 15. Definition “Innovation intermediaries are platform providers, in two-sided innovation markets, designed to co-ordinate and facilitate the flow and integration of innovation requests and solutions across technological distinct or previously unknown innovation actors (Lopez-Vega and Vanhaverbeke, 2010)” 15
  16. 16. Innovation intermediaries’ Business Model •  Value creation •  Access to organized external networks of qualified solution providers to solve confidential innovation challenges or partnering for business development opportunities •  Transfer or license opportunities of IP or technologies •  Services to develop external technologies and embed open innovation within organizations. 16
  17. 17. Innovation intermediaries’ Business Model •  Value Capture Value Chain •  A percentage or a fixed fee from the • Strong network externalities contract awarded to winning innovation solvers • Innovation consultancy services to facilitate the identification, selection, •  Up-front posting fee to send an development and market innovation challenges to external commercialization of technologies networks •  Consultancy services 17
  18. 18. Innovation intermediaries’ Business Model •  Market Segment •  Blue Chip companies •  Large companies engaged in research and New Product Development Source: NineSigma, Your Encore, Innovaro, Yet2.com 18
  19. 19. Innovation intermediaries’ Business Model Value network • Co-operative arrangements with foundations, large companies or public institutes • Broaderrange of innovation consultants, technology centers and other international innovation intermediaries Source: InnoCentive, Innovaro 19
  20. 20. Innovation intermediaries’ Business Model Competitive Strategy • The size and commitment to provide solutions and qualifications of the innovation intermediaries’ solver network in compare to other intermediaries • Differentiation strategies for specific type of companies 20
  21. 21. What are the Canonical Closed innovation practices ? 21
  22. 22. How does the ‘closed’ outside-in model works? •  In the Closed model, IP management was pretty straightforward: •  It all started inside the company; IP policy was to protect everything; licensing was done defensively; the goal was to maximize control; you could leave it to the lawyers •  Closed innovation practices: •  Avoid reading other companies’ patents; affirmative defense for willful infringement; avoid meeting with other companies’ people without “protection”; the David and Goliath problem Chesbrough,2006 22
  23. 23. What your company should do to ‘engage’ and ‘enable’ intermediated (open) Innovation •  Enable the process with financial, human resources and make it part of your agenda •  Select projects based on strategic relevance or urgency •  Involve various stakeholders e.g. marketing, production, lawyers •  Do your ‘homework’ first: search within your innovation, supplier’s network, etc. •  Design a mechanism to select the appropriate innovation intermediary •  Carefully select, discuss and interact with solution providers •  Cooperate with the innovation intermediary to avoid ‘closed’ innovation problems •  When appropriate integrate the solution within the production line and design mechanism to avoid the NIH problem •  Change and adapt you organizational culture and structure 23
  24. 24. Georges Lagardère VP sales marketing Europe at NineSigma 24
  25. 25. How ‘could’ innovation intermediaries be classified? 25
  26. 26. Key sucess factors for each innovation intermediary type 26
  27. 27. Questions for discussion? •  Is open innovation established in companies’ mindset? •  Who drives open innovation in large corporations? •  What are the benefits of open innovation? •  How are innovation intermediaries facilitating open innovation? •  What are the predominant innovation intermediaries business models? •  What are the external possible sources of knowledge and how are these used? 27
  28. 28. !ank y very much for yr comments and pa#icipation Henry Lopez Vega Ph.D. Candidate in Management Science ESADE Business School email: henry.lopez@esade.edu Berkeley, September 14th 2010 28