- The Open Innovation Programme at Coventry University aims to foster excellence, innovation, creativity and enterprise among students, staff, and partner organizations. - It provides various levels of support for SMEs, from general knowledge and experience sessions to specific interventions and collaboration for innovation opportunities. - The Innovation - University Enterprise Network will support 420 businesses in the West Midlands region, preparing them to successfully collaborate with large organizations and accelerate the innovation process in target sectors like niche vehicles, digital media, and assistive technologies.

2. The Open Innovation Programme
Dan Corlett
Assistant Director
Institute of Applied Entrepreneurship

3. What we need is an entrepreneurial
society in which innovation and
entrepreneurship are normal, steady
and continual.
Peter F. Drucker

4. Our Vision: We aspire to be a dynamic, global,
enterprising university. We will work in partnership with
external organisations through our research and engage our
students as partners in a community of learning.
Our values: We seek to foster excellence, innovation,
creativity and enterprise among our students, staff, and
partner organisations.
Entrepreneurship at Coventry University

5. The IAE
•Dynamic
•Global
•Engaging
•Growth orientated

6. Education Applied Research Entrepreneurship
Support
Add+Vantage
Modules
Open Innovation Mentoring
BA Enterprise and
Entrepreneurship
Systemic
Entrepreneurship
SPEEd
Masters in
Entrepreneurship
Eco Innovation Propeller / SEF
Professional
doctorate in
Entrepreneurship
Business Incubators 4Front
School support
Erasmus for Young
Entrepreneurs

7. Innovation – University Enterprise Network
(i-UEN)
•Will support 420 businesses, not only within our incubation facilities, but
across others within the West Midlands
•Prepare them to successfully collaborate with large organisations
•Designed to accelerate the effectiveness of the innovation process
•Target sectors – Niche vehicles, Digital Media & Assistive Technologies

8. •Identify firms who would benefit from the interventions.
•Introduction to potential partners.
•Help them to organise for innovation.
•Help them to think through what form of open innovation
may be suitable for them and to plan accordingly.
How can Open Innovation benefit you?

9. Levels of support available
Work Package 2 –
General Knowledge
and Experience
2 days - 420 SMEs
Work Package 3 –
Specific SME Interventions
3 days - 168 SMEs
Work Package 4 –
Collaboration for Innovation
5 days – 84 SMEs, 30 Corporates

10. Opportunities / What next?
•Think about what support your business requires to develop or support
and open innovation strategy
•Post Master Class - each business will be offered a one to one session
with IAE staff
•Who are the companies you want to collaborate with?
•Determine your level of readiness to go to the next stage

11. Thank you
Dan Corlett
dcorlett@cad.coventry.ac.uk

12. Panel Discussion
Sustainable Innovations – how to
create conditions for growth and
protect your ideas
Facilitated by Peter Walters
Walters Consultancy

13. Innovation
Prof E.Candy
Strategitel
Harnessing chaos

14. Concept to reality Strategitel

15. How it really starts
• If only we could
• If we had this we
could?
• If this was zero ?
• If we add this to
that
• We could use this
for that
Strategitel

16. How it ends up!
• I thought it would….
• I didn’t realise they
were customers!!
• They are using it for
something different!
• I’ve spent much more
than I intended!
Strategitel

17. The user eco system

18. The technology opportunity
Strategitel

19. The power of the team
Strategitel

20. Collaboration
• Pre normative
• Shared I/P
• Eco System
• Volume markets
• Little of a lot verses
a lot of a little
• Accelerator for new
products /services
= UMTS/3G

21. Mobile Landscape.
2001 20101982 1983 1987 1991
Analogue Cellular
AMPS
Business
Analogue
Mobile
Phone Calls
Digital Cellular
2G GSM
Mass
Market
Digital
Phone
Calls + Data
Research
Research
Research
Mobile IP
42 Mbts
Web Services
Integration
Software Defined
Multi-access
Web Ubiquity
Service Evolution
384Kbps
3G Broadband
Mobile
Broadband
Mobile
Information
Strategitel

22. Telecom
Industry
main frames
desk top computing
PC-LAN
PC-WAN
Intranet/Internet
electronic
publishing and
entertainment
Computer Industry
Media Industry
Industry transformation /
Convergence (from 1997)
The Converged
Industry
Wireline
mobility
Wireless/Cellular
PSTN
PTN
ISDN
PC/Servers
New
Telecoms
Industry
3G/Wireless Internet
Carrier class
MMM
WWW
Personal
(Mobile)
Multi-media
services
WAP
Strategitel

23. Convergence-of services
Internet Telephony
Media
ENTERTAIN
INFORM
3G
COMMUNICATE
Strategitel

24. Internet / IP packet environment
dominates
Internet
Telephony
Media
ENTERTAIN
INFORM 3G
COMMUNICATE
Radio
Strategitel

25. Take Up Accelerator
Mass
Market
Technology
Standard or De-facto
Universal Adoption / Regulation
User RelevanceUser Simplicity
Addressable Market
Economies of Scale
Affordability
Strategitel

26. Take Up Accelerator
Mass
Market
Technology
Standard or De-facto
Universal Adoption / Regulation
User RelevanceUser Simplicity
Addressable Market
Economies of Scale
Affordability
More Features
Lower Cost
De-Fragmentation
More Adopters
Increasing Investment in UIInvisible
Technology
Larger
Potential
Market
Strategitel

27. Adapting
Extrapolating
Reacting
Understanding
Forecasting
Time horizon
Past Future
Intelligent
Pursuit
Strategitel
Look beyond know the environment
Now

28. Now, Mobile and Mine!
Personality
Fashion
Mine
What I Want !
Strategitel

29. The innovation process
Strategitel

30. From Innovation to exploitation
Conceptual
Visual
Adaptive
Creative
Individual
Un constrained
Thorough
Detailed
Precise
Ordered
Systematic
Starter
Thrives on new.
Bored with repetition.
Frustrated by detail
Finisher
Needs order
Fears uncertainty
Driven to finish
Precise
Conceptualization
Research to development
Prototype to product
Start up to going concern
Prospect to sale
Order to fulfilment
Transition

31. Thank you
for
listening
Prof E.Candy
Strategitel

32. High BWLow BW
5 Mbps50 kbps
Simple
Functionality
Complex
Functionality
Internet Mobile Internet

33. Mobile:- Three separate sectors.
• Communication
• Information
• Entertainment
• 3G 1st to deliver
telephony
entertainment and
information on one
platform anywhere
anytime
Strategitel

34. © Chawton Innovation Services/Title.ppt/Version/date/initials34
Open Innovation & IP
Donal O’Connell
Chawton Innovation Services

35. © Chawton Innovation Services/Title.ppt/Version/date/initials
About Donal O'Connell

36. © Chawton Innovation Services/Title.ppt/Version/date/initials
Open Innovation

37. © Chawton Innovation Services/Title.ppt/Version/date/initials
'Not all the smart people work for you'

38. © Chawton Innovation Services/Title.ppt/Version/date/initials
The OI pie

39. © Chawton Innovation Services/Title.ppt/Version/date/initials
Some misunderstandings
Open to all?
Free, no costs involved?
IP free zone?

40. © Chawton Innovation Services/Title.ppt/Version/date/initials
Intangible assets
Intellectual capital
Intellectual assets
Intellectual property

41. © Chawton Innovation Services/Title.ppt/Version/date/initials
Legal foundations
Legal foundations
Business aspects

42. © Chawton Innovation Services/Title.ppt/Version/date/initials
IP maturity

43. © Chawton Innovation Services/Title.ppt/Version/date/initials
The IP environment

44. © Chawton Innovation Services/Title.ppt/Version/date/initials
IP risks

45. © Chawton Innovation Services/Title.ppt/Version/date/initials
Level of control
Puddles vs oceans Calm vs turbulent

46. © Chawton Innovation Services/Title.ppt/Version/date/initials
How IP adds value
Freedom of action
Product differentiation
Revenue Business influence
Enabling a technology
Cost competitiveness
Bundled with technology and know-how
Positive Image / Perception
Tax benefits
Investment
Customer intimacy

47. © Chawton Innovation Services/Title.ppt/Version/date/initials
Traditional vs enlightened view of IP

48. © Chawton Innovation Services/Title.ppt/Version/date/initials
IP framework

49. © Chawton Innovation Services/Title.ppt/Version/date/initials
IP strategy

50. © Chawton Innovation Services/Title.ppt/Version/date/initials
Thank you
Please check out Chawton Innovation Services at
...www.chawtoninnovationservices.co.uk

51. Questions

52. Panel Discussion
Stimulating Innovations – The need to
collaborate and how to overcome some
of the barriers
Facilitated by Peter Walters
Walters Consultancy

53. Loy Lobo
Director of Strategy & Innovation
BT Global Health
loy.lobo@bt.com
BT Global Health
Growth Through
Collaborative
Innovation

54. More than 60 years experience in health... and counting
1948
Hearing aids
for all
1969
Communication
for people with
disabilities
1985
Life pager
service for
organ recipients
1998
NHS Direct
established
2002
NHS number
from birth
2007
NHS National
Broadband
Network
completed
2010
Patient information
on the move

55. Specialized systems for researchers
and public health data collection and analysis
Systems for health education and health
promotion of patients/citizens
Clinical information systems and
specialized tools for health professionals
Support systems
BT Mobile Health Worker
The Spine - National Care Record
Service, N3 Virtual Private Network
Local Service Provider
Network services
Integrated Regional/National Health Information
Networks and Electronic Health Record
Systems and associated services
Telemedicine and personal health systems
and services
Health Service Performance
Improvement Framework
Secondary Uses Service
QMAS
Our breadth in eHealth

56. Strategic health IT objectives for nations we’re
engaged with
Information strategy
driven around
empowering patients
and clinicians
Clinical information
system deployment
Shared electronic health
records for patients
Embedding knowledge
tools and clinical
decision support at the
point of care
Alignment and
integration of health
and social care
systems
Health
information
exchanges

57. Four areas of investment
© British Telecommunications plc 57
Interoperability
Mobility
Telehealth
Analytics

58. Network of Networks
Other Networks
(Private / Public)
(Local / Regional / National / International)
Core Portfolio
PID Secure Compute Infrastructure
Product Building Blocks
IOS ExR Sensors RFID VNA
Products
Telemedicine Telehealth MT Asset Mgmt …Med Img A3S
Customer Propositions
YoC – Managed Svc Digital Hospital CSS Portals BPO/ITO …
…
ProductisedInteroperabilityValue
E2EDelivery&ServiceExcellence
Consistent healthcare challenges internationally requiring transformational solutions
Globally
Consistent Model
Standards Based -- Local Adaptation & Flexibility

59. Collaborating with BT
Alignment
Scale
Value
• Does your innovation fit in
our four themes?
• Is the power of your
innovation multiplied by a
network?
• Zero People Intensity?
• Global market?
• Needs sales force?
• Is the customer value
proposition clearly
defined?
• Does it improve with BT’s
involvement?
© British Telecommunications plc 59

60. Innovation Challenge – Cost-effective Telehealth
• Whole System Demonstrator showed that patients get benefit from Telehealth.
• The current debate centres on its cost-effectiveness.
• WSD Telehealth cost about £80k per Quality Adjusted Life Year (QALY).
• The total cost of Telehealth service per person per year was in the region of £1000 -
£1400.
• In order for Telehealth to be cost-effective, it cost needs to drop by about 75%.
• How do we achieve it?
© British Telecommunications plc 60

61. bt.com/globalservices
© British Telecommunications plc 61

62. John Cunliffe
Chief Technology Officer
Ericsson Western & Central Europe
May 20th, 2013
Collaborate to
Innovate

63. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 63
This is
Ericsson
› We provide:
> Communication networks
> Services to network operators
> Enablers to service providers
› Customers in more than 180 countries
› 40% of the world’s mobile calls pass
through our networks
› Founded: 1876 in Stockholm, Sweden
› President and CEO: Hans Vestberg
› Headquarters: Stockholm, Sweden
› Employees: ~110 000
› Net Sales: SEK 228 billion in 2012
› Around £22.6bn

64. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 64
Innovating since 1876
› 1878 Telegraph to telephone
› 1923 Manual switching to automatic switching
› 1968 Electro mechanics to computer control
› 1981 Fixed communications to mobile communication
› 1991 Analog (1G) to digital (2G) mobile technology
› 1998 Integration of voice and data in mobile networks
› 2001 Launch of WCDMA/3G networks in Western Europe
› 2006 Launch of HSPA mobile broadband globally
› 2009 First commercial LTE network launched
› 2011 Sales of mobile broadband took off
Early automatic switch
Multi-standard radio base station RBS 6000

65. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 65
Leading patent portfolio
› ~20% of sales spent on R&D
› Ericsson holds the world’s
strongest portfolio of
essential patents for
telecommunications
› 33,000 granted patents worldwide
› More than 80 patent license
agreements
› Positive net revenue from
royalties

66. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 66
Innovation
in a networked society

67. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 67
› Innovation isn’t always big and/or glamourous
› Hire the right people
– Beware naysayers
› Make time for innovation
› Stopping projects is important as starting them
– Ruthlessly release cash for new projects
– Avoid hobby horses
– Focus on what’s important
› Timing
– You may be too early
› Talk to people, network
– Online forums
– Trade associations, e.g. Intellect for IT and Communications
– Academics
– Institutions e.g. The Institute of Engineering and Technology
Innovation Thoughts

68. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 68
Open standards key for
the industry
› Innovation is an important element of our corporate culture
› Early involvement in creating new standards
› Largest contributor to open standards
› Often first to market with new solutions
› 5th largest software supplier in the world

69. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 69
Scale
Resources
Customer
confidence
Investor
confidence
Focussed
Fast
Agile
The
internet is a
great
equaliser
Large & Small
companies
Larger Smaller

70. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 70
New kinds of creativity
Old Creativity
by and for the few
the genius
the masterpiece
the pen & pencil
the given moment
the studio & the lab
the monologue
New Creativity
by and for all
the community
the mosaic of small ideas
the computer, mobile, pen, pencil
the continuous torrent
anywhere
the dialogue

71. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 71
In 2008 it was estimated open source code
saved consumers $60bn/year

72. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 72
Raspberry pi

73. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 73
IOS & Android
Development platforms

74. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 74

75. Ericsson Internal | © Ericsson AB 2013 | 2013-05-19 | Page 75
› We have a vision of 50 billion
connected devices by 2020
› We do not just connect
places and people – but also
machines and devices
› Anything that benefits from being
connected will be connected
© Ericsson AB 2009 | Ericsson Internal | X (X) | Date
50 billion connected
devices

77. Questions

78. © 100%Open 2012
Collaborate to innovate
An open innovation master class
7803/06/2013

79. 100%Open 2013
100%Open

80. © 100%Open 2010
Our Clients
03/06/2013 80

81. © 100%Open 2012 81
100%Open Networks

82. © 100%Open 2012
Innovating with partners
by sharing the risks
and the rewards.
03/06/2013 82
Open Innovation

83. © 100%Open 2012
“It’s not the big that eat the
small…it’s the fast that
eat the slow.”
Laurence Haughton
It’s Not What You Say it’s What You Do
3 June 2013 83
The agile enterprise
For corporates it’s about bigger faster cheaper

84. © 100%Open 201201/08/2012 84
100%Open Innovation Process
Explore Extract Exploit
Identify Interesting Questions and
explore potential answers.
Select the best innovations and
potential partners.
Prototype and take investable
propositions to market.

85. 100%Open 2013
3 Minute Joint Venture

86. 100%Open 2013
Session 1
3 minute joint venture
3 June 2013 86
Session 1

87. 100%Open 2013
Open innovation
live!
3 June 2013 87
Session 2

88. © 100%Open 20123 June 2013 88
The BT Health Challenge
Can you help BT deliver a
complete service for people
to manage long term
conditions at home for less
than £1 a day?

89. 100%Open 2013
Dragon’s feedback filter

90. 100%Open 2013
To change image Right click it and
choose Change Picture and Sent to Back

91. 100%Open 2013
3 minute pitches
3 June 2013 91
Session 2

92. 100%Open 2013
Session 3
Case histories and lessons
learned
3 June 2013 92
Session 3

93. © 100%Open 200903/06/2013 93
Lessons Learned
Conversations first,
then relationships,
then transactions.

94. © 100%Open 2010
P&G
03/06/2013 94
P&G systematically gather and share needs through it’s Connect & Develop programme, with the
explicit objective of being viewed as the partner of choice in the FMCG industry.

95. © 100%Open 200903/06/2013 95
Lessons Learned
“Innovation is a
U-Shaped Process.”
Paul Vanags

96. © 100%Open 2010
Oxfam
By connecting insight gathering with prototyping with product development Oxfam were able to co-
create better innovations cheaper and faster with supporters and partners.
03/06/2013 96

97. © 100%Open 200903/06/2013 97
Lessons Learned
Clients not Cash

98. © 100%Open 2010
Orange
An Airlock competition that helped source and create a new £20m service proposition called Last
Second Tickets trialed with 1m customer & launches nationally in Q1 2012.
03/06/2013 98

99. © 100%Open 2010
Give to Get
03/06/2013 99
Open Mindsets

100. © 100%Open 2010
Interface
Interface are a $1bn carpet company who have a promise – called Mission Zero - to eliminate any
negative impact the company may have on the environment by 2020.
03/06/2013 100

101. © 100%Open 200903/06/2013 101
Lessons Learned
“The future reveals itself through
the peripheral.”
J.G. Ballard

102. © 100%Open03/06/2013 102
McLaren & NATS
McLaren’s predictive F1 software allows air traffic controllers to predict how aircraft are likely to act at
airports, overcoming costly and dangerous uncertainty.

103. © 100%Open 200903/06/2013 103
Lessons Learned
“People are much more likely to
act their way into a new way of
thinking, than think their way
into a new way of acting.”
R. Pascale

104. © 100%Open 20123 June 2013 104
Find existing challenges
It’s out there, somewhere.

105. © 100%Open 20123 June 2013 105
Digital media
• TSB Digital Fashion Innovation Contest,
£25k 5th June, 2013 Link
• Digital Finance Innovation Contest
Speed networking & pitch event major
players 10th June, 2013 Link
• Samsung Venture & Entrepreneur call,
open Link
• LG Collaborate & Innovate Link

106. 100%Open 2013

107. © 100%Open 20123 June 2013 107
Assistive Technologies
• REALISE Market Place - OI community
for Assistive Technologies Link
• Clinical Excellence - up to £24k each, 5th
June Link
• The Long Term Care Revolution - Up to
£2.4m, 5th June Link
• Boots Centre for Innovation - Call for ideas
and innovation Link
• Colgate - Patented Innovations Link
• GSK Innovation - Call for innovation Link
• Medtronic - Call for inventions Link

108. © 100%Open 20123 June 2013 108
Niche Vehicles
• Niche Vehicle R&D Competition - Up to
£1.35m - Midnight 7th July Link
• Ford Social - Call for ideas Link
• BMW - Virtual Innovation Agency Link
• Johnson Controls - Open Innovation Link

109. © 100%Open 2012
Open Innovation Cheat Sheet for SMEs
IAE Coventry
03/06/2013 109

110. © 100%Open 2012
Ideas are Worthless
03/06/2013 110
Innovation is valuable

111. © 100%Open 2012
Dress for the Occasion
03/06/2013 111
Connect your brands in a meaningful way

112. © 100%Open 201203/06/2013 112
Customise your pitch and make it
fit for purpose
Tailor Made

113. © 100%Open 2012
Lost in Translation
03/06/2013 113
Convey your offer in an understandable
tone of voice

114. © 100%Open 2012
www.address.ip
03/06/2013 114
Address Intellectual Property and NDAs
before, during and after

115. © 100%Open 201203/06/2013 115
What differentiates you from the others?
The Left Angle

116. © 100%Open 2012
Source Code
03/06/2013 116
Understand organisations supplier and
procurement guidelines and processes

117. © 100%Open 2012
Better Together
03/06/2013 117
Open Innovation – a mutually beneficial,
win-win relationship

118. © 100%Open 201203/06/2013 118
Find the right door within the organisation
Knock Knock!
Who’s There?
SME.
SME Who?!

119. © 100%Open 2012
Observe the Speed Limit
03/06/2013 119
Don’t try to run faster than the other
company can walk

120. © 100%Open 2012
Louise Marjoram
03/06/2013 120
Collaborate to innovate
Keynote

121. 100%Open 2013
Heard of the 6 degrees of
separation?
It’s now only 2.
3 June 2013 121
Session 4 - Outro

122. © 100%Open 2012
South Building | Somerset House | Strand | London | WC2R 1LA
Phone: +44 (0) 20 7759 1050
Mobile: +44 (0) 7747 634038
Email: david@100Open.com
Web: www.100Open.com
Twitter: @deeyesbee @100open
David Simoes-Brown
Co-Founder & Strategy Partner
Thank you
03/06/2013 122