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Get ambition roland harwood


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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:<br />Twitter: @rolandharwood<br />