Start-ups are changing the world faster than ever - Accelerator programs are growing and enabling great entrepreneurs to succeed. Here is why Microsoft Ventures is helping the entire ecosystem and how that benefits to our Start-ups.
Accelerating Success: A Study of Seed AcceleratorsGustav Larsson
A presentation of our bachelor thesis conducted at Chalmers University of Technology on the subject of accelerators. Learn more at acceleratorstudy.com.
190918 Tesseract: le dimensioni del finanziamento all’innovazione, ovvero: qu...Daniele Pes
Tesseract: le dimensioni del finanziamento all’innovazione, ovvero: quale la strada verso il round A?
Evento aperto c/o MIP - Business School del Politecnico di Milano ore 19.00
Quale è lo stato del finanziamento all’innovazione per i neo-imprenditori in Italia e all’estero?
Quale il tipo di rischio che i finanziatori desiderano e sono pronti a correre?
Quali sono gli obiettivi che un’impresa innovativa deve preporsi per potersi confrontare con un investitore istituzionale?
Ne parliamo al MIP il 18 Settembre, con Paolo Pescetto, CEO di Arkios e partner di Innovative RFK.
Sarà presentata la nuova edizione del percorso di accelerazione Gymnasium.
Start-ups are changing the world faster than ever - Accelerator programs are growing and enabling great entrepreneurs to succeed. Here is why Microsoft Ventures is helping the entire ecosystem and how that benefits to our Start-ups.
Accelerating Success: A Study of Seed AcceleratorsGustav Larsson
A presentation of our bachelor thesis conducted at Chalmers University of Technology on the subject of accelerators. Learn more at acceleratorstudy.com.
190918 Tesseract: le dimensioni del finanziamento all’innovazione, ovvero: qu...Daniele Pes
Tesseract: le dimensioni del finanziamento all’innovazione, ovvero: quale la strada verso il round A?
Evento aperto c/o MIP - Business School del Politecnico di Milano ore 19.00
Quale è lo stato del finanziamento all’innovazione per i neo-imprenditori in Italia e all’estero?
Quale il tipo di rischio che i finanziatori desiderano e sono pronti a correre?
Quali sono gli obiettivi che un’impresa innovativa deve preporsi per potersi confrontare con un investitore istituzionale?
Ne parliamo al MIP il 18 Settembre, con Paolo Pescetto, CEO di Arkios e partner di Innovative RFK.
Sarà presentata la nuova edizione del percorso di accelerazione Gymnasium.
Warp #2 tomasz klekowski - do etnographers create technology - customer cen...hub:raum Krakow
Tomasz Klekowski (Business GTM Director EMEA, Intel Corporation) – „Do etnographers create technology? - customer centric innovation at Intel” is a presentation from WARP #2 – hub:raum’s turbo acclerator for CEE startups taking place in Krakow twice a year.
Apply for the next edition! www.hubraum.com/apply (select “Krakow” and “Accelerator”).
More information: www.hubraum.com/warp
Dr. Sabine Brunswicker's presentation about the future of open innovation as presented at the 7th European Innovation Summit of the European Parliament: A Pact for Innovation. December 7th, 2015 in Brussels, Belgium.
Role of the business accelerators in smart startup development. Results of MB...Riga High Tech University
10:00, 14 July 2015, Altum conference room, 4 Doma laukums, Riga
Half-day conference
Venture Capital for tech startups in Latvia 2015. Demand vs supply
Details:
http://www.labsoflatvia.com/events/venture-capital-for-tech-startups-in-latvia-2015-demand-vs-supply-2
Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge ...FITT
This presentation was held by Prof. Thomas Baaken during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
Women in Innovation: Building Success - Value PropositionKTN
Value Proposition - delivered by Emma Fadlon, and hosted by the Knowledge Transfer Network.
It is very easy for companies, especially technology led companies, to fall into the trap of describing their technology and NOT the big problems they are solving.
To convince stakeholders to invest or buy your products you need to have a strong and credible value proposition.
Have you ever listened to a presentation and walked away thinking "I really don't understand what they actually do”?
This webinar will help you to develop your value proposition to make sure all your stakeholders understand and share your vision and values.
Find out more: https://ktn-uk.co.uk/news/women-in-innovation-programme-building-success-webinar-series
Whatever stage you\’re at in getting your idea to market we are here to help. That includes prioritising ideas to pick winning products, developing ideas through design, research and prototyping, and finally assisting in the financial and commercial aspects of product launch. We can even help you generate new product ideas if you don’t have any of your own! So come and talk to us and learn more about how we can work together to turn your ideas into reality.
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
Warp #2 tomasz klekowski - do etnographers create technology - customer cen...hub:raum Krakow
Tomasz Klekowski (Business GTM Director EMEA, Intel Corporation) – „Do etnographers create technology? - customer centric innovation at Intel” is a presentation from WARP #2 – hub:raum’s turbo acclerator for CEE startups taking place in Krakow twice a year.
Apply for the next edition! www.hubraum.com/apply (select “Krakow” and “Accelerator”).
More information: www.hubraum.com/warp
Dr. Sabine Brunswicker's presentation about the future of open innovation as presented at the 7th European Innovation Summit of the European Parliament: A Pact for Innovation. December 7th, 2015 in Brussels, Belgium.
Role of the business accelerators in smart startup development. Results of MB...Riga High Tech University
10:00, 14 July 2015, Altum conference room, 4 Doma laukums, Riga
Half-day conference
Venture Capital for tech startups in Latvia 2015. Demand vs supply
Details:
http://www.labsoflatvia.com/events/venture-capital-for-tech-startups-in-latvia-2015-demand-vs-supply-2
Prof. Thomas Baaken:Science-to-Business Marketing - A new Model in Knowledge ...FITT
This presentation was held by Prof. Thomas Baaken during the FITT conference „ICT Innovations: Research > Business > Society“ on 10 May 2011 in Brussels.
www.fitt-for-innovation.eu
Women in Innovation: Building Success - Value PropositionKTN
Value Proposition - delivered by Emma Fadlon, and hosted by the Knowledge Transfer Network.
It is very easy for companies, especially technology led companies, to fall into the trap of describing their technology and NOT the big problems they are solving.
To convince stakeholders to invest or buy your products you need to have a strong and credible value proposition.
Have you ever listened to a presentation and walked away thinking "I really don't understand what they actually do”?
This webinar will help you to develop your value proposition to make sure all your stakeholders understand and share your vision and values.
Find out more: https://ktn-uk.co.uk/news/women-in-innovation-programme-building-success-webinar-series
Whatever stage you\’re at in getting your idea to market we are here to help. That includes prioritising ideas to pick winning products, developing ideas through design, research and prototyping, and finally assisting in the financial and commercial aspects of product launch. We can even help you generate new product ideas if you don’t have any of your own! So come and talk to us and learn more about how we can work together to turn your ideas into reality.
Innovation Management - 2 - Types of InnovationJoseph Ho
4 Types of Innovation
- Sustaining Innovation
- Breakthrough Innovation
- Disruptive Innovation
- Basic Research
Dimensions of Innovation Space
- Product
- Process
- Position
- Paradigm
• 3 Dec 15, Year in Review & Celebrations with AECOM CEO Lara Poloni
• 31 Oct 15, Business and Employment Opportunities in Ipswich with Mayor Paul Pisasale, Lindsay Pears and other panel speakers
• 20 Aug 15, Entrepreneurs and Business Owners with Shark Steve Baxter and Andrew O'Connor on
• 16 Jun 15, Project Management Guru David Hudson at QUT Business School
• 29 Apr 15, Leading Professional Teams with Shane Fracchia COO Calibre Consulting
• 25 Feb 15, Marketing for Business Success with Brett Chamberlain and Mick Cullen
This presentation was given at the 2012 Online Research Methods Conference in London, UK. The content focuses on an overview of crowdsourcing as a possible research methodology when appropriate.
In the world of the enterprise, innovation must extend from the initial ambitious ideas gathered from R&D labs around the world, all the way through applied R&D with industry partners, and into the development and commercialization of technology products and platforms.
Innovation starts with the spark of the right culture and talent meeting that ambitious and once hidden idea. But it doesn’t stop there. In the world of the enterprise, I see the practice of innovation as encompassing a full lifecycle. It starts with those crazy and ambitious ideas that are then iterated and shepherded through a rigorous process of applied R&D. For the ideas that finally prove their worth, new technology products
and platforms that address significant business problems are created and taken into the marketplace.
I call this multi-phase process: Full Lifecycle Innovation. It is a practical approach to one of the most creative and essential practices in business today:
Transforming Ideas form the Lab Into Marketplace Realities
The practice of Full lifecycle innovation requires a layer of processes, resources and decision criteria – each one a little different for the four phases of the journey:
1. Open Innovation
2. Applied R&D
3. Product and Platform Development
4. Commercialization
At each step, truly powerful events are triggered, explored and nurtured as different players, technologies and ideas enter the mix. All of them are serving the goal of creating something that is substantially bigger and more impactful than the simple sum of its parts. Something that is truly remarkable.
At NTT i3, we believe that Full Lifecycle Innovation is about:
Curating a culture of ambitious ideas
With rebellious talent from around the world
Dedicated to turning hidden opportunities into real products
That make a difference for the enterprise
Open Innovation, Business Model Innovation, Lean InnovationGino Tocchetti
APRIRSI PER INNOVARSI: i vantaggi per le aziende -
Workshop organizzato da TasLab, nell'ambito del Progetto CentraLab -
Sede della Provincia Autonoma di Trento, Sala Wolf, 12/6/14 -
#aprirsixinnovare
Distributed Perspectives on Innovation (UC Berkeley Aug 2010)Joel West
Revised slides for talk given August 31, 2010 at the UC Berkeley Center for Open Innovation, in the Open Innovation Speaker Series. Book references are hot-linked. See http://openinnovation.haas.berkeley.edu/speaker_series.html for the context
Presented by Iddo Dror at the SEARCA Forum-workshop on Platforms, Rural Advisory Services, and Knowledge Management: Towards Inclusive and Sustainable Agricultural and Rural Development, Los Banos, 17-19 May 2016
Innovation is something new, something original out of the existing resources. It may span over : product, process, services, business model, delivery model or thought process or organisational structure
InfoPro steht für „Open Information Processing withing Innovation Networks“. Im ersten Newsletter erfahren Sie wissenswertes über Open Innovation sowie Neuigkeiten über die Projektaktivitäten des VDC und der Partner aus Polen, Ungarn und den Niederlanden.
Esteve almirall esade business school innovation policy -digitalsocialeu
Presentation by Esteve Almirall, Esade Business School, on how policy can support digital social innovation (DSI). Presented at February 3rd 2014 DSI workshop in Brussels.
1. Connecting & Enabling:
The innovation intermediaries’ challenge
Open Innovation Speakers Series
Center for Open Innovation
Haas School of Business, Berkeley University
Henry Lopez Vega
Ph.D. Candidate in Management Science
ESADE Business School
email: henry.lopez@esade.edu
Berkeley, September 14th 2010
1
2. What you ‘will’ learn:
From an innovation intermediaries’ perspective
• Is open innovation established in companies’ mindset?
• Who drives open innovation in large corporations?
• What are the benefits of open innovation?
• How are innovation intermediaries facilitating open
innovation?
• What are the predominant innovation intermediaries
business models?
2
3. Outline for today’s session
• Basics on innovation intermediation
• From one-sided to two-sided innovation intermediaries
• Two-sided innovation intermediaries
• The business model of innovation intermediaries
• Embedding innovation intermediaries in large organizations
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5. 1) What are the, so called, innovation intermediaries?
2) What are the type(s) of innovation intermediaries you know?
5
6. intermediation: 101
• Thetertius gaudens. This type of brokers or structural holes
act as “buffers” between two nonreduntant contacts
mediator or tertius iungens: It is responsible for holding the
• The
whole together or enable consensus of the two other colliding
elements.
• Tertius iungens activity may involve coordination without adversarial tension and competing
claims. Parties may be indifferent to one another's interests, oblivious to other potentially
commensurate interests, or even share common interests without being tied together for
the purposes of a given project.
Simmel(1902); Burt (1992); Obstfeld (2005)
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7. What are the most recurrent types of
Innovation intermediaries?
• Innovation intermediaries (Chesbrough, 2006;
Howells, 2006)
• External and internal intermediaries (Wright et al.,
2008; Boon et al., 2008)
• Technology, innovation, knowledge brokers (Winch
and Courtney, 2007; Hargadon and Sutton, 1997)
• Consultants as bridging intermediaries (Bessant and
Rush, 1995)
• Design laboratories, incubators (Dell’Era and
Verganti, 2009; Hansen et al. 2002)
• Bridging institutions (Carlsson and Jacobsson, 1995)
• Knowledge Hub (Third mode universities) (Youtie
and Shapira, 2008)
• Intermediary level bodies or Technological Top
Institutes (Van der Meulen and Rip, 1998)
• Virtual or electronic intermediaries (Klein and
Wareham, 2008; Verona et al. 2006)
• Boundary organizations (Cash, 2001)
7
9. One-sided innovation
intermediaries
• Incubators
• Technology Transfer Offices
• Innovation agencies
• Technology,
science and
innovation parks
9
10. Innovation Parks
Activities related to collaborative innovation entail the Communities of interests that are designed
to facilitate cross-exploration of initiatives for resident firms. Up to now these communities include:
1) health Wellness; 2) sustainability practices and 3) marketing digital.
✓ Sector selection: This phase included the identification of sectors that attract the interest of a larger number of residents.
The discovery of these needs includes a survey, individual interviews and profiling of their innovation needs and current
capability to innovate.
✓ Idea Generation: This step entails the collaboratively screening of information and evaluation of existing market
opportunities, with internal residents and external experts, through mechanisms such as ethnography, interviews with
field experts, surveys or external information. Around 80 possible ideas are initially identified.
✓ Idea evaluation: Market opportunities are scrutinized and filtered by Creapolis’s residents. Around 12 ideas are initially
discussed through interdisciplinary workshops
Activities related to the open innovation part of EsadeCreapolis’s innovation funnel
✓ Project selection:
Single or a group of residents selected initiatives to develop and commercialize them along the open innovation funnel
External advice from solution providers is enacted through collaborators e.g. Research institutes from the UAB, UB Innoget,
Loop,
✓ Proof of concept: Mentoring and Support assists on the commercializing by providing advice on market identification, funding and
crowd-sourcing
Business Plan advice is received from two Creapolis employees and is limited due to the lack of specific knowledge and
enough time to follow the development of initiatives
✓ Go to market:
Identification and selection of external partners includes advice in contacting and developing the external value network
IP tries to advice partners on how to secure and hinder the replication of developed products or services. It is provided by
an external
External sources of public funding or alliances are identified for launching initiatives. PROPI
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13. Why do technology and idea markets need
Innovation intermediaries?
• Managing and protecting identity: Arrow’s Information
Paradox
• Patent contamination: Avoid reading other companies’ patents
• Reaching unexplored and distant sources of knowledge
• Finding Innovation Partners: A Massive Filtering Problem
• Identifying Useful, Non-obvious sources of knowledge
• Fostering two-sided markets
Chesbrough (2006);Huston and Sakkab (2006); Lichtenthaler and Ernst (2008); Jeppesen and Lakhani (2010); Sieg et al. (2010)
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15. Definition
“Innovation intermediaries are platform providers, in two-sided innovation markets,
designed to co-ordinate and facilitate the flow and integration of innovation requests
and solutions across technological distinct or previously unknown innovation actors
(Lopez-Vega and Vanhaverbeke, 2010)”
15
16. Innovation intermediaries’ Business
Model
• Value creation
• Access to organized external networks of
qualified solution providers to solve confidential
innovation challenges or partnering for business
development opportunities
• Transfer or license opportunities of IP or
technologies
• Services to develop external technologies and
embed open innovation within organizations.
16
17. Innovation intermediaries’ Business
Model
• Value Capture
Value Chain
• A percentage or a fixed fee from the • Strong network externalities
contract awarded to winning
innovation solvers
• Innovation consultancy services to
facilitate the identification, selection,
• Up-front posting fee to send an development and market
innovation challenges to external commercialization of technologies
networks
• Consultancy services
17
18. Innovation intermediaries’ Business
Model
• Market Segment
• Blue Chip companies
• Large companies engaged in research
and New Product Development
Source: NineSigma, Your Encore, Innovaro, Yet2.com
18
19. Innovation intermediaries’ Business
Model
Value network
• Co-operative arrangements with
foundations, large companies or
public institutes
• Broaderrange of innovation
consultants, technology centers
and other international innovation
intermediaries
Source: InnoCentive, Innovaro
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20. Innovation intermediaries’ Business
Model
Competitive Strategy
• The size and commitment to provide
solutions and qualifications of the
innovation intermediaries’ solver
network in compare to other
intermediaries
• Differentiation
strategies for specific
type of companies
20
21. What are the Canonical Closed innovation
practices ?
21
22. How does the ‘closed’ outside-in
model works?
• In the Closed model, IP management was pretty straightforward:
• It all started inside the company; IP policy was to protect
everything; licensing was done defensively; the goal was to
maximize control; you could leave it to the lawyers
• Closed innovation practices:
• Avoid reading other companies’ patents; affirmative defense for
willful infringement; avoid meeting with other companies’ people
without “protection”; the David and Goliath problem
Chesbrough,2006
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23. What your company should do to ‘engage’ and
‘enable’ intermediated (open) Innovation
• Enable the process with financial, human resources and make it part of your agenda
• Select projects based on strategic relevance or urgency
• Involve various stakeholders e.g. marketing, production, lawyers
• Do your ‘homework’ first: search within your innovation, supplier’s network, etc.
• Design a mechanism to select the appropriate innovation intermediary
• Carefully select, discuss and interact with solution providers
• Cooperate with the innovation intermediary to avoid ‘closed’ innovation problems
• When appropriate integrate the solution within the production line and design mechanism to avoid the
NIH problem
• Change and adapt you organizational culture and structure
23
27. Questions for discussion?
• Is open innovation established in companies’ mindset?
• Who drives open innovation in large corporations?
• What are the benefits of open innovation?
• How are innovation intermediaries facilitating open innovation?
• What are the predominant innovation intermediaries business models?
• What are the external possible sources of knowledge and how are these used?
27
28. !ank y very much for yr comments
and pa#icipation
Henry Lopez Vega
Ph.D. Candidate in Management Science
ESADE Business School
email: henry.lopez@esade.edu
Berkeley, September 14th 2010
28