Creating a culture for Open Innovation
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How do you implement Open Innovation? This has been a focus of research at the IfM, Cambridge University. There are many factors that are important including skills, motivation, culture and procedures. This presentation addresses the 'culture' aspects of implementing Open Innovation.
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Creating a culture for Open Innovation
- 1. Creating a culture for Open Innovation - A view from 3 hats! Paste an Paste an image over the circle and use the image over ‘Send Backward’ use ‘Send circle andtool 3 times Backward’ toolpicture OR delete the 3 times OR delete the picture frame and the white frame andno image square if the white square if no image is required. is required. Cambridge University, IfM event : Implementing Open Innovation Ruth Thomson 22 April 2010 S3908-P-082 v0.2
- 2. This was part of an event on Open Innovation organised by the IfM at Cambridge University – http://www.ifm.eng.cam.ac.uk/service/events/info/openinnovation.html This talk was one of four talks looking at different aspects of implementing Open Innovation – Developing an OI skill set – Procedures for OI – Creating a culture for OI – Motivation in an OI environment The event was based on work that has been done by the IfM on ‘How to Implement Open Innovation’ – more details at http://www.ifm.eng.cam.ac.uk/ctm/teg/openinnovation.html 2 22 April 2010 S3908-P-082 v0.2
- 3. A view from 3 hats! Visiting Industrial Fellow Innovations Leader – KER BizDev Consultant – June ’09 June ‘09 consumer & security June ’09 3 22 April 2010 S3908-P-082 v0.2
- 4. Definitions of ‘culture’ The totality of socially transmitted behavior patterns, arts, beliefs, institutions, and all other products of human work and thought. …. The growing of microorganisms, tissue cells, or other living matter in a specially prepared nutrient medium. 4 22 April 2010 S3908-P-082 v0.2
- 5. Agenda: 1 Context 2 Creating a culture for Open Innovation 2.1 The OI team themselves 2.2 The OI team & the rest of the organisation 2.3 The OI team & the rest of the World! 5 22 April 2010 S3908-P-082 v0.2
- 6. Kodak context Kodak European Research - opened in Cambridge Jan 2006 Focus areas: Intelligent imaging and Printing & Patterning MISSION Search out excellent European science & technology of relevance to Kodak Develop relationships with key centres of excellence - both industrial & academic Build prototype systems to validate technology in a Kodak environment Transfer technology to other Kodak R&D Labs and the Business Units 6 22 April 2010 S3908-P-082 v0.2
- 7. Kodak context CTO Kodak Business Kodak Kodak External Units Research Labs Alliances Kodak European Research 7 22 April 2010 S3908-P-082 v0.2
- 8. Background to Cambridge Consultants Founded 1960, owned by Altran 300 engineers, designers & scientists Contract design & development house Developing breakthrough products Cambridge, UK & Cambridge MA Creating & licensing IP Specialists in innovation management, consumer products, medical technology, wireless, defence & security, transport, industrial products & systems, cleantech 8 22 April 2010 S3908-P-082 v0.2
- 9. Cambridge Consultants is an intermediary for Open Innovation, for example… FAST product development – rapid time to market 9 22 April 2010 S3908-P-082 v0.2
- 10. Cambridge Consultants is an intermediary for Open Innovation, for example… + Key function development – innovative step 10 22 April 2010 S3908-P-082 v0.2
- 11. Cambridge Consultants is an intermediary for Open Innovation, for example… Radical idea creation and evolution 11 22 April 2010 S3908-P-082 v0.2
- 12. Agenda: 1 Context 2 Creating a culture for Open Innovation 2.1 The OI team themselves 2.2 The OI team & the rest of the organisation 2.3 The OI team & the rest of the World! 12 22 April 2010 S3908-P-082 v0.2
- 13. The OI team themselves – the need for champions Should we have an OI group of not?.... Group or Kodak experience of forming the KER OI group… no group, who do you choose? you NEED OI ‘not invented here’ champions ‘yet another buzz word’ / ‘we’ve been doing this for years’ difficulty recognising the need for change, and for THEM to change lack of skills & confidence to work in this ‘new’ way personality and skills Observations on not forming an ‘OI group’… ‘It’s someone else's responsibility’ vs. ‘It’s everyone’s responsibility’ 13 22 April 2010 S3908-P-082 v0.2
- 14. The OI team themselves – make things different! Helping them work in a new way – make things different! Idea Gate 1 Stage 1 Gate 2 Stage 2 Gate 3 Stage 3 14 22 April 2010 S3908-P-082 v0.2
- 15. The OI team themselves – make things different! Helping them work in a new way – make things different! Idea Gate 1 Stage 1 Gate 2 Stage 2 Gate 3 Stage 3 15 22 April 2010 S3908-P-082 v0.2
- 16. The OI team themselves – encourage and recognise ‘OI’ behaviour Helping them work in a new way - encourage and recognise ‘OI’ behaviour Tuesday 16 22 April 2010 S3908-P-082 v0.2
- 17. The OI team themselves – the importance of defined roles Experience at Kodak… recognition that OI requires a different skill set – not everyone can, or SHOULD do the ‘external thing’ the enormous value of the ‘double act’ approach The strength of the KEA team Cambridge Consultants – same thing again… 17 22 April 2010 S3908-P-082 v0.2
- 18. The OI team themselves – need for an acceptance of higher failure rates Learn from venture capitalists Stopping an idea isn’t failure Learn from stopped ideas Be ‘open’ internally about decision making 18 22 April 2010 S3908-P-082 v0.2
- 19. The OI team themselves – make it easy for them; give them ‘tools’ KER and KEA Brochure Standard external presentation 2-by-2 frameworks - TI strategy ……. Trawl Scan Mine Target CTM – Kerr et al (2006) 19 22 April 2010 S3908-P-082 v0.2
- 20. The OI team and the rest of the company – I’m just a gate keeper! Recognition that the ‘OI team’ must ‘sell’ internally… – “I thought I was ‘Kodak’ but actually not…” “I need to understand what technologies Kodak is interesting in…” – How on earth do I find out what Kodak needs?!!!!” – Attempted to do internal needs list….. ha! – Changing, dynamic, different priorities, different personalities… – Heavily sanitised external needs list – It’s down to the individuals ... 20 22 April 2010 S3908-P-082 v0.2
- 21. The OI team and the rest of your company OI is a ‘contact sport’, inside and out – importance of point people The importance of contextual / background understanding – where has this idea come from? • cultural awareness • helps you recognise opportunities and real differentiation Critical importance of senior sponsorship and commitment 22 22 April 2010 S3908-P-082 v0.2
- 22. The OI team and the rest of the World! - you must be open too! You WILL be Googled! You and your organisation! Think about how you are perceived Be wary of assumptions Use websites, presentations, brochures…to spread a consistent message and awareness of needs Use Social Media… 23 22 April 2010 S3908-P-082 v0.2
- 23. Agenda: 1 Context 2 Creating a culture for Open Innovation 2.1 The OI team themselves 2.2 The OI team & the rest of the organisation 2.3 The OI team & the rest of the World! 24 22 April 2010 S3908-P-082 v0.2
- 24. Any questions? 25 22 April 2010 S3908-P-082 v0.2
- 25. Contact details: Cambridge Consultants Ltd Cambridge Consultants Inc Science Park, Milton Road 101 Main Street Cambridge, CB4 0DW Cambridge MA 02142 England USA Tel: +44(0)1223 420024 Tel: +1 617 532 4700 Fax: +44(0)1223 423373 Fax: +1 617 737 9889 Registered No. 1036298 England info@CambridgeConsultants.com www.CambridgeConsultants.com © 2010 Cambridge Consultants Ltd, Cambridge Consultants Inc. All rights reserved. 26 22 April 2010 S3908-P-082 v0.2