How to implement open
innovation?
OI Chess Paradigm (short version)
Rob Veldt (twitter.com/innpowerer)
@ SlideShare
May, 2...
what this presentation is about



PURPOSE
                                  ideavents   2009
OI science => OI business
 answers for mainstream business
 OI hype focused on output
    ‘what should be possible…’
 ...
DEFINITION
Open innovation is the use of purposive inflows and
outflows of knowledge to accelerate internal
innovation, an...
open



   outside
                               gather The
             cooperate
   inside                       Long T...
open



   outside
             co-creation        crowd-
             (cooperate)       sourcing



                     ...
what it means



IMPACT
                ideavents   2009
impact on organization
 way of working
 openness (outside vs. inside)
 share to multiply
 involve suppliers, customers...
impact: change (e.g.)
 people
    learning, networking, incentives, ...
 operations (processes & infrastructure)
    f...
how we would do it


CLOSED-OPEN
                     ideavents   2009
internal organization

   managing change




                        ideavents   2009
people


operations


  policy


 culture



             ideavents   2009
change process basics
   unaware / incapable
   aware / incapable
   aware / capable
   unaware / capable
   (aware /...
internal organization

    leadership styles




                        ideavents   2009
INFO        TRY        USE      BE
 (un)aware /
(in)capable:   UI          AI         AC         UC   (AUC)


            ...
people


operations



policy



culture

    closed   INFO   TRY   USE   BE   open


                                    ...
challenge
 manage organizational change (LT)
    people, operations, policy & culture
 situational leadership styles
  ...
transformational leader
 (vs. transactional leader)
     (task / performance driven, corrective, risk avoidance)


   v...
Conceptual model for closed-open transformation



OI PARADIGM
                                            ideavents   2009
L E A D E R S H I P            S T Y L E S
UI               AI            AC            UC



     People

     Operations...
OI implementation is complex, but what if it’s a game...



SIMPLIFY
                                               ideave...
Why Chess?
   archetype for serious game
   strategy
   anticipation & scenarios
   clear goal & simple rules
   coll...
implement open innovation:



LET’S PLAY!
                             ideavents   2009
Transformational leader
8
                                       plays the game
7
                                      ...
King
organization heading to
open innovation
core / core business
new organizational ID
protect with rest of chess
piec...
Queen
3th party ‘coach’:
 knows rules of the game
 overview paradigm
 committed to King / OID
 Q: ‘covers your back’

...
Rooks
management
 supervise
 covers both columns and
  rows
 ‘castling’: moves king into
  safer position & rook to
  m...
Knights
ambassadors:
 involve early (scout)
 jump over/solve hurdles
 (informal) key figures
    obstinate
    other ...
Bishops
stakeholders:
 customers, suppliers,
   experts, outsiders
 existing: keep same ‘color’
 new: outsource per lev...
Pawns
employees
 quick starters
 promote at finish
 pawn structure determines
  strategy
 “pawn is the soul of chess
 ...
THE RESULT
OI Chess Paradigm




                    ideavents   2009
people   operations   policy   culture




                                         ideavents   2009
PLAN OF ACTION
OI Chess Paradigm




                    ideavents   2009
Plan of Action (1)
•   involve a 3th party (Queen) to guide through the
    closed-open process
•   assign transformationa...
Plan of Action (2)
•   favor ambassadors (Knights)
•   empower employees (Pawns)
•   anticipate (management a.k.a. Rooks)
...
ideavents   2009
e.g.




       ideavents   2009
(AUC)   ambassadors (?)    grow(?)   create(?)    attract(?)
                                                             ...
Thanks!
          Rob Veldt
          +31(0)6-34501721
          rob.veldt@ideavents.com
          www.ideavents.com

    ...
ideavents



ABOUT
            ideavents   2009
ideavents (www.ideavents.com)
   stimulate (open) innovation
   on-/offline or both
   share knowledge & creativity
  ...
4 pillars
•   research & consultancy
•   events (e.g. www.ThinkTankThursday.com)
•   tools (e.g. www.cash4idea.com)
•   in...
implement open innovation with OI Chess Paradigm:



GO PLAY!
                                            ideavents   2009
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OI Chess Paradigm: How To Implement Open Innovation (Short)

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Describes the OI Chess Paradigm. A toolbox which provides a structured approach to transform organizations from closed to open, using leadership styles and organizational identity, with attention to people, operations, policy and culture. The first approach which focusses on input instead of vague (possible) output of open innovation!

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OI Chess Paradigm: How To Implement Open Innovation (Short)

  1. 1. How to implement open innovation? OI Chess Paradigm (short version) Rob Veldt (twitter.com/innpowerer) @ SlideShare May, 2009 ideavents 2009
  2. 2. what this presentation is about PURPOSE ideavents 2009
  3. 3. OI science => OI business  answers for mainstream business  OI hype focused on output  ‘what should be possible…’  impact internal organization (input)  translate abstract OI theory to concrete toolbox ideavents 2009
  4. 4. DEFINITION Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively. [This paradigm] assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as they look to advance their technology (Henry Chesbrough, 2003) ideavents 2009
  5. 5. open outside gather The cooperate inside Long Tail build IPR use available portfolio capacity closed low # involved high # involved ideavents 2009
  6. 6. open outside co-creation crowd- (cooperate) sourcing open inside traditional brainstorm R&D (TTT) closed low # involved high # involved ideavents 2009
  7. 7. what it means IMPACT ideavents 2009
  8. 8. impact on organization  way of working  openness (outside vs. inside)  share to multiply  involve suppliers, customers / consumers, experts, outsiders  change... ideavents 2009
  9. 9. impact: change (e.g.)  people  learning, networking, incentives, ...  operations (processes & infrastructure)  facilitate regular sharing of knowledge & creativity  web access, channels / communities (existing vs. own)  policy  information policy (IPR?)  communication policy  culture  open, less hierarchy, organic, ... ideavents 2009
  10. 10. how we would do it CLOSED-OPEN ideavents 2009
  11. 11. internal organization managing change ideavents 2009
  12. 12. people operations policy culture ideavents 2009
  13. 13. change process basics  unaware / incapable  aware / incapable  aware / capable  unaware / capable  (aware / unaware / capable)  situational leadership ideavents 2009
  14. 14. internal organization leadership styles ideavents 2009
  15. 15. INFO TRY USE BE (un)aware / (in)capable: UI AI AC UC (AUC) ideavents 2009
  16. 16. people operations policy culture closed INFO TRY USE BE open ideavents 2009
  17. 17. challenge  manage organizational change (LT)  people, operations, policy & culture  situational leadership styles  customize to evolving situation  role of organizational identity (“OID”)  define where you’re heading (end point), trust / clearness  start top-down to develop bottom-up culture  align commitment & budgets with OID! ideavents 2009
  18. 18. transformational leader  (vs. transactional leader)  (task / performance driven, corrective, risk avoidance)  vision (OID), meaning, challenge  align identities, common mission  commitment / motivation  empowerment / learning  charisma, self-sacrifice; respect / trust, role model  flexible, no standards ideavents 2009
  19. 19. Conceptual model for closed-open transformation OI PARADIGM ideavents 2009
  20. 20. L E A D E R S H I P S T Y L E S UI AI AC UC People Operations (processes & systems) Policy Culture O R G A N I Z A T I O N A L I D E N T I T Y ideavents 2009
  21. 21. OI implementation is complex, but what if it’s a game... SIMPLIFY ideavents 2009
  22. 22. Why Chess?  archetype for serious game  strategy  anticipation & scenarios  clear goal & simple rules  collection of little steps (squares)  accurate ideavents 2009
  23. 23. implement open innovation: LET’S PLAY! ideavents 2009
  24. 24. Transformational leader 8  plays the game 7  vision 6  strategic 5  empowers pieces 4  aligns pieces with common mission 3 2 1 a b c d e f g h ideavents 2009
  25. 25. King organization heading to open innovation core / core business new organizational ID protect with rest of chess pieces one field at the time ideavents 2009
  26. 26. Queen 3th party ‘coach’:  knows rules of the game  overview paradigm  committed to King / OID  Q: ‘covers your back’ ideavents 2009
  27. 27. Rooks management  supervise  covers both columns and rows  ‘castling’: moves king into safer position & rook to more active position  per column ideavents 2009
  28. 28. Knights ambassadors:  involve early (scout)  jump over/solve hurdles  (informal) key figures  obstinate  other views  authentic  strategically important ideavents 2009
  29. 29. Bishops stakeholders:  customers, suppliers, experts, outsiders  existing: keep same ‘color’  new: outsource per level of internal organization, e.g.  specialists (P&G)  customers (Lego)  crowdfunding  ... ideavents 2009
  30. 30. Pawns employees  quick starters  promote at finish  pawn structure determines strategy  “pawn is the soul of chess and innovation” (chess master Philidor) ideavents 2009
  31. 31. THE RESULT OI Chess Paradigm ideavents 2009
  32. 32. people operations policy culture ideavents 2009
  33. 33. PLAN OF ACTION OI Chess Paradigm ideavents 2009
  34. 34. Plan of Action (1) • involve a 3th party (Queen) to guide through the closed-open process • assign transformational leader to succeed the closed-open challenge • define new organizational ID (strategy) • translate to logic parts (squares) • assign roles (chess pieces) • work per square, per column ideavents 2009
  35. 35. Plan of Action (2) • favor ambassadors (Knights) • empower employees (Pawns) • anticipate (management a.k.a. Rooks) • involve stakeholders (Bishops) • do everything in order to serve the new organizational identity (King) • stick to the plan and win the game! ideavents 2009
  36. 36. ideavents 2009
  37. 37. e.g. ideavents 2009
  38. 38. (AUC) ambassadors (?) grow(?) create(?) attract(?) open live the develop leverage apply culture exploit improve adjust experience experience evaluate analyse redefine inform map collect inventorise closed people operations policy culture ideavents 2009
  39. 39. Thanks! Rob Veldt +31(0)6-34501721 rob.veldt@ideavents.com www.ideavents.com linkedin.com/in/robveldt twitter.com/innpowerer Note: we are a Queen too... :-) ideavents 2009
  40. 40. ideavents ABOUT ideavents 2009
  41. 41. ideavents (www.ideavents.com)  stimulate (open) innovation  on-/offline or both  share knowledge & creativity  simplify innovation (“just put the heads together”) ideavents 2009
  42. 42. 4 pillars • research & consultancy • events (e.g. www.ThinkTankThursday.com) • tools (e.g. www.cash4idea.com) • investments We love to help you implementing open innovation! www.ideavents.com rob.veldt@ideavents.com +31(0)634501721 ideavents 2009
  43. 43. implement open innovation with OI Chess Paradigm: GO PLAY! ideavents 2009

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