Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Get ambition roland harwood

1,032 views

Published on

Published in: Technology, Education
  • Login to see the comments

  • Be the first to like this

Get ambition roland harwood

  1. 1. Open Innovation: what is it & why it mattersRoland Harwood : 23/02/2011<br />23/02/2011<br />1<br />
  2. 2. Introducing 100%Open<br />23/02/2011<br />2<br />100%Open is dedicated <br />to open innovation.  <br />Our know-how <br />helps you co-innovate <br />better, cheaper and faster. <br />
  3. 3. 23/02/2011<br />3<br />Innovating with partners <br />by sharing the risks <br />and the rewards.<br />What we mean by open innovation?<br />
  4. 4. 23/02/2011<br />4<br />Explore > Extract > Exploit<br />“Open Innovation is a <br />U-Shaped Process.”<br />Paul Vanags, OXFAM<br />
  5. 5. Playing Poker not Chess<br />23/02/2011<br />5<br />
  6. 6. 23/02/2011<br />6<br />What are we ‘actually’ going to do?<br />“The only thing harder<br />than starting something new, <br />is stopping something old.”<br />Russell Ackoff<br />
  7. 7. Two Models of Open InnovationDiscover and Jam<br />February 23, 2011<br />7<br />Discover<br />Jam<br /><ul><li>Starts with ‘what’ question: an innovation brief detailing a specific unmet need
  8. 8. Is a competitivemarketplaceamongst customers, suppliers or users
  9. 9. The innovation process is mediated by a Trusted Agent
  10. 10. Innovations are extracted through a linear process
  11. 11. Tend to be internal routes to market (e.g. license deals)
  12. 12. Starts with a ‘who’ question: finding partners to explore a broad opportunity
  13. 13. Is a cooperative community & process , with customers, suppliers or users
  14. 14. The innovation process is facilitated through a Catalyst
  15. 15. Innovations are built using an iterative process
  16. 16. Tend to be external routes to market (e.g. joint ventures)</li></li></ul><li>Case Studies<br />23/02/2011<br />8<br />
  17. 17. Case Studies Landscape<br />23/02/2011<br />9<br />Customers<br />Suppliers<br />Partners<br />
  18. 18. 23/02/2011<br />10<br />Find your top 1%, <br />and understand what<br />motivates them?<br />Case Study 1<br />
  19. 19. Case Study 1Virgin Atlantic<br />23/02/2011<br />11<br />Virgin Atlantic’s return on investment has been 10:1, better value than using a commercial third party for system development, and for more radical ideas. <br />
  20. 20. Trust the community to <br />do the heavy lifting.<br />23/02/2011<br />12<br />Case Study 2<br />
  21. 21. Case Study 2E.ON<br />Power to the People is a customer-led innovation programme from E.ON that launched in October 2011 seeking new £10m ideas, products or ventures.<br />23/02/2011<br />13<br />
  22. 22. Askinteresting questions.<br />23/02/2011<br />14<br />Case Study 3<br />
  23. 23. Case Study 3Orange<br />23/02/2011<br />15<br />
  24. 24. 23/02/2011<br />16<br />Start at the end.<br />Case Study 4<br />
  25. 25. 23/02/2011<br />17<br />Case Study 4Proctor & Gamble<br />We invited the UK’s design community to respond to two briefs on fabric care (narrow) and wellness (broad), to find global new markets worth $100 million. <br />
  26. 26. “The future reveals itself through the peripheral.”<br />JG Ballard<br />23/02/2011<br />18<br />Case Study 5<br />
  27. 27. 23/02/2011<br />19<br />Case Study 5McLaren & NATS<br />McLaren’s predictive F1 software allows air traffic controllers to predict how aircraft are likely to act at airports, overcoming costly and dangerous uncertainty. <br />
  28. 28. “All our work is <br />about being social.”<br />23/02/2011<br />20<br />Case Study 6<br />
  29. 29. 23/02/2011<br />21<br />(Reluctant) PioneersLEGO<br />Lego Mindstorms is LEGO’s most successful product range ever and has helped shift their strategy from a toy manufacturer to an innovation platform. <br />
  30. 30. So What?<br />23/02/2011<br />22<br />
  31. 31. What does this mean for you?<br />Open innovation is common in creative processes but not necessarily in how organisations are actually run.<br />Not all the smart people work for you. Organisationscan't do everything by themselves.<br />Use networks proactively for innovation as well as marketing and fundraising. <br />Can be effective way to solve problems that are bigger than one organisation alone (e.g. funders, agencies).<br />Open innovation is a systematic way of exploring potential for new income through social networks. <br />23/02/2011<br />23<br />
  32. 32. Questions, questions, questions…<br />Why open innovation? - Where is growth going to come from and what is the role of open innovation in achieving that goal? <br />How can we amplify what we do well? - What are the right incentives, processes, mindsets that we can build upon?<br />What are we actually going to do next? – What should we use open innovation for and who should we be innovating with?<br />23/02/2011<br />24<br />
  33. 33. Summary & Lessons Learned<br /><ul><li>Find your top 1%.
  34. 34. Trust your community.
  35. 35. Start at the end.
  36. 36. Ask interesting questions.
  37. 37. Develop peripheral vision.
  38. 38. Be Social.</li></li></ul><li>“More people pooling more resources in new ways is the history of civilisation.”<br />Howard Rheingold<br />23/02/2011<br />26<br />And Finally…<br />
  39. 39. 23/02/2011<br />27<br />Thank you<br />Roland Harwood<br />Co-Founder & Networks Partner<br />South Building | Somerset House | Strand |London | WC2R 1LA<br />Phone: +44 (0)20 8133 1006<br />Email: roland@100Open.comWeb: www.100Open.com<br />Twitter: @rolandharwood<br />

×