SlideShare a Scribd company logo
Technology is anything
that was invented
after you were born”

               Alan Key
Disruptive
           Closed
           Integrated
Innovation
           Radical
           Open
           Incremental
           Strategic
           Systemic
                             Esteve Almirall
           . . .   esteve.almirall@esade.edu
                              almirall@lsi.upc.edu
Innovation isn't what
innovators do....it's what
customers and clients adopt.


      Michael Schrage – M.I.T.
3 + 1 + R
0)
?
1)
Early in the morning
on February 14, 1876
filled a caveat for a patent
describing a
telephone
that used a
liquid
microphone
and remained in the basket ...
…. . .shortly before noon
Bell's lawyer filled a
patent and requested
that the filing fee be
entered immediately
Late that afternoon, the fee
for Gray's caveat was
entered on the cash blotter
however, the caveat was not
taken to the examiner until
the following day.
Gray abandoned his caveat
and that opened the door
to Bell being granted U.S.
Patent 174,465 for the
telephone on 7 March 1876
2)
in the 1990´s
started a company called
Fuse to develop the quot;Dell
of the Consumer
Electronics.quot; One of the
devices he had in mind was
a small hard disk-based
music player …. . .
Fuse failed
Fadell offered the idea to Philips
Fadell offered the idea to
     Real Networks
in 2001
hires Fadell
Apple assembles a 35 person team lead by Tony Fadell

        Philips
        IDEO
        General Magic
        Apple
        Connectix
        Web TV
6 months later
The 30GB, 5th Generation Video iPod of 2005
          has around 400 inputs
      with an average value of $0.05
3)
The previous state of the art in aviation
manufacturing was to have global partners
work from a common blueprint to produce
parts.—Actually, whole sections of the
airplane—that were physically shipped to a
Boeing assembly plant near Seattle to see if
they fit together.

There, successive iterations of the planes
were built and refined with onsite teams from
around the world.
Instead, on the 787 parts are designed
concurrently by partners, and
virtually quot;assembledquot; in a computer model
maintained by Boeing outside its corporate
firewall.

Ultimately, completed sections of the plane
will be picked up by three specially fitted 747s
and carried to a Boeing facility in Everett,
Wash.

Thanks to the online modeling, Boeing can
now trust its global partners with the process
of creating entire sections of the plane,
from concept to production.
50 partners
130 locations
>4 years
Customers, including pilots and
flight attendants, were asked to
provide input before the design
was handed off to design
partners.




           Scott Griffin – Vice-president and CIO - Boeing
+1)
Innovation

       Before                After
   Invention           Commercialization
   Product             Business, incl.
                       business model
   Technology driven   Business / value
                       driven
   Internally          Internal
   generated           integration of
                       internal and
                       external stuff
   Engineering’s job   Everyone’s job
Closed innovation                                 Open Innovation
The smart people in the field work for us.       Not all the smart people in the field work for
                                                 us. We need to work with smart people inside
                                                 and outside the company.

To profit from R&D, we must discover it,         External R&D can create significant value:
develop it, and ship it ourselves.               internal R&D is needed to claim some portion
                                                 of that value.

If we discover it ourselves, we will get it to   We don't have to originate the research to
the market first.                                profit from it.
The company that gets an innovation to the Building a better business model is better than
market first will win.                     getting to the market first.
If we create the most and the best ideas in If we make the best use of internal and
the industry, we will win.                  external ideas, we will win.
We should control our IP, so that our            We should profit from others' use of our IP,
competitors don't profit from our ideas.         and we should buy others' IP whenever it
                                                 advances our business model.

                                                                      from http://www.openinnovation.eu
Finding Ideas/Partners/Technologies
    a massive filtering problem


              The Unwashed


               The Suspects


              The prospects

                   The
                finalists
                   The
                 Partner
                    (s)
Innovation Intermediaries
                  (inbound – outbound)

   Knowledge brokers.
   Connectors (Nine Sigma & Yet2.com)
   Marketplaces (Innocentive).
   Scouting.
  …...
who invented the mountain bike
Living Labs aim to provide
structure and governance to the
user involvement in innovation
+R)
inventor   >   networks   >– crowds
What hard
problem is being
solved here?
Institutions are structures and mechanisms of social
order and cooperation governing the behavior of a set of individuals.
                                 social purpose
Institutions are identified with a                        and
permanence, transcending individual human lives and intentions, and
with the making and enforcing of rules governing cooperative human
behavior.

The term, institution, is commonly applied to customs and behavior
patterns important to a society, as well as to particular formal
organizations of governmentand public service. As structures and
mechanisms of social order among humans, institutions are one of the
principal objects of study in the social sciences,
including sociology, political science and economics. Institutions are a
central concern for law, the formal regime for political rule-making and
enforcement. The creation and evolution of institutions is a primary
topic for history.
Traditional answer:
 1) Create an institution
Traditional answer:
 1) Create an institution
 2) Use the institution.
we used to live in a
world of products
made in companies
is this the only
possible way?
Where is the
coordination?
Where is the
coordination?
Where is the coordination?




            vs.
1) When you form an institution you
   take a management problem.
1) When you form an institution you
   take a management problem.
2) An institution needs structure.
1) When you form an institution you
   take a management problem.
2) An institution needs structure.
3) Institution have boundaries that
   are inherently exclusionary.
1) When you form an institution you
   take a management problem.
2) An institution needs structure.
3) Institution have boundaries that
   are inherently exclusionary.
4) Institutions creates a professional
   class.
Is there any
other way?
The face of innovation
     is changing,

  are we?
?
esteve almirall
esteve.almirall@esade.edu
      almirall@lsi.upc.edu

More Related Content

What's hot

Lift+fing 09 Michael Shiloh slides with notes
Lift+fing 09 Michael Shiloh slides with notesLift+fing 09 Michael Shiloh slides with notes
Lift+fing 09 Michael Shiloh slides with notes
michaelshiloh
 
Are You Ready To Disrupt It Slide Share
Are You  Ready To Disrupt It Slide ShareAre You  Ready To Disrupt It Slide Share
Are You Ready To Disrupt It Slide Share
Ron Dvir
 
Testimony to European Parliament - Burton Lee - Brussels - Feb 10 2011 - Final
Testimony to European Parliament - Burton Lee - Brussels - Feb 10 2011 - FinalTestimony to European Parliament - Burton Lee - Brussels - Feb 10 2011 - Final
Testimony to European Parliament - Burton Lee - Brussels - Feb 10 2011 - Final
Burton Lee
 
Innovation Across Borders - Session 5 rob ford
Innovation Across Borders - Session 5 rob fordInnovation Across Borders - Session 5 rob ford
Innovation Across Borders - Session 5 rob ford
MaRS Discovery District
 
Introduction to Tech Transfer
Introduction to Tech TransferIntroduction to Tech Transfer
Introduction to Tech Transfer
Jamil AlKhatib
 
Aalto Center for Entrepreneurship
Aalto Center for EntrepreneurshipAalto Center for Entrepreneurship
Aalto Center for Entrepreneurship
finnwill
 

What's hot (20)

Start-ups in Italy and ecosystems around the world (v. 2016 ita)
Start-ups in Italy and ecosystems around the world (v. 2016 ita)Start-ups in Italy and ecosystems around the world (v. 2016 ita)
Start-ups in Italy and ecosystems around the world (v. 2016 ita)
 
Innovation in the service sector
Innovation in the service sectorInnovation in the service sector
Innovation in the service sector
 
CAMentrepreneurs IP for international markets 24th June 2020 - online
CAMentrepreneurs  IP for international markets 24th June 2020 - onlineCAMentrepreneurs  IP for international markets 24th June 2020 - online
CAMentrepreneurs IP for international markets 24th June 2020 - online
 
Italian startups
Italian startupsItalian startups
Italian startups
 
TRICS: Teaching Researchers and Innovators how to Create Startups
TRICS: Teaching Researchers and Innovators how to Create StartupsTRICS: Teaching Researchers and Innovators how to Create Startups
TRICS: Teaching Researchers and Innovators how to Create Startups
 
Lift+fing 09 Michael Shiloh slides with notes
Lift+fing 09 Michael Shiloh slides with notesLift+fing 09 Michael Shiloh slides with notes
Lift+fing 09 Michael Shiloh slides with notes
 
Start-ups (v. 2015-2016)
Start-ups (v. 2015-2016)Start-ups (v. 2015-2016)
Start-ups (v. 2015-2016)
 
The power of connecting
The power of connectingThe power of connecting
The power of connecting
 
Are You Ready To Disrupt It Slide Share
Are You  Ready To Disrupt It Slide ShareAre You  Ready To Disrupt It Slide Share
Are You Ready To Disrupt It Slide Share
 
Ict From Silicon Valley To Al Madinah By Abbas El Gamal, Noor
Ict From Silicon Valley To Al Madinah By Abbas El Gamal, NoorIct From Silicon Valley To Al Madinah By Abbas El Gamal, Noor
Ict From Silicon Valley To Al Madinah By Abbas El Gamal, Noor
 
Legal basics for startuppers (v. 2016 ita)
Legal basics for startuppers (v. 2016 ita)Legal basics for startuppers (v. 2016 ita)
Legal basics for startuppers (v. 2016 ita)
 
International Entrepreneurship
International EntrepreneurshipInternational Entrepreneurship
International Entrepreneurship
 
Conference Program
Conference ProgramConference Program
Conference Program
 
Testimony to European Parliament - Burton Lee - Brussels - Feb 10 2011 - Final
Testimony to European Parliament - Burton Lee - Brussels - Feb 10 2011 - FinalTestimony to European Parliament - Burton Lee - Brussels - Feb 10 2011 - Final
Testimony to European Parliament - Burton Lee - Brussels - Feb 10 2011 - Final
 
Innovation Across Borders - Session 5 rob ford
Innovation Across Borders - Session 5 rob fordInnovation Across Borders - Session 5 rob ford
Innovation Across Borders - Session 5 rob ford
 
Burton Lee Presentation at YES Execom Athens, 14-16 April 2011
Burton Lee Presentation at YES Execom Athens, 14-16 April 2011Burton Lee Presentation at YES Execom Athens, 14-16 April 2011
Burton Lee Presentation at YES Execom Athens, 14-16 April 2011
 
Introduction to Tech Transfer
Introduction to Tech TransferIntroduction to Tech Transfer
Introduction to Tech Transfer
 
Presentazione del Tecnopolo di Modena presso Unione Terre di Castelli
Presentazione del Tecnopolo di Modena presso Unione Terre di CastelliPresentazione del Tecnopolo di Modena presso Unione Terre di Castelli
Presentazione del Tecnopolo di Modena presso Unione Terre di Castelli
 
Aalto Center for Entrepreneurship
Aalto Center for EntrepreneurshipAalto Center for Entrepreneurship
Aalto Center for Entrepreneurship
 
Ideas management
Ideas managementIdeas management
Ideas management
 

Similar to LivingLabs & Open Innovation

Research linkage to_innovation_and_entrepreneurship_ts
Research linkage to_innovation_and_entrepreneurship_tsResearch linkage to_innovation_and_entrepreneurship_ts
Research linkage to_innovation_and_entrepreneurship_ts
Tarek Salah
 
Open innovation presentation austech 2013
Open innovation presentation austech 2013Open innovation presentation austech 2013
Open innovation presentation austech 2013
Frank Wyatt
 
Innovation management
Innovation managementInnovation management
Innovation management
Lee Schlenker
 
Product Development Project
Product Development ProjectProduct Development Project
Product Development Project
Julie May
 
Mission StatementMission StatementMission StatementMaurice.docx
Mission StatementMission StatementMission StatementMaurice.docxMission StatementMission StatementMission StatementMaurice.docx
Mission StatementMission StatementMission StatementMaurice.docx
altheaboyer
 

Similar to LivingLabs & Open Innovation (20)

Research linkage to_innovation_and_entrepreneurship_ts
Research linkage to_innovation_and_entrepreneurship_tsResearch linkage to_innovation_and_entrepreneurship_ts
Research linkage to_innovation_and_entrepreneurship_ts
 
Market-led R&D
Market-led R&DMarket-led R&D
Market-led R&D
 
IP Monetisation & IP Strategy - Ideas to Assets
IP Monetisation & IP Strategy - Ideas to AssetsIP Monetisation & IP Strategy - Ideas to Assets
IP Monetisation & IP Strategy - Ideas to Assets
 
Examples of Innovation Building Blocks in IBM
Examples of Innovation Building Blocks in IBMExamples of Innovation Building Blocks in IBM
Examples of Innovation Building Blocks in IBM
 
Open innovation presentation austech 2013
Open innovation presentation austech 2013Open innovation presentation austech 2013
Open innovation presentation austech 2013
 
Open source movement and much more
Open source movement and much moreOpen source movement and much more
Open source movement and much more
 
Open innovation fast forward seminar jg 2013
Open innovation fast forward seminar jg 2013Open innovation fast forward seminar jg 2013
Open innovation fast forward seminar jg 2013
 
Open Innovation
Open InnovationOpen Innovation
Open Innovation
 
Open Innovation: An Paradigm Shift for Sustainable Brand Pioneers - Henry Che...
Open Innovation: An Paradigm Shift for Sustainable Brand Pioneers - Henry Che...Open Innovation: An Paradigm Shift for Sustainable Brand Pioneers - Henry Che...
Open Innovation: An Paradigm Shift for Sustainable Brand Pioneers - Henry Che...
 
European Innovation Academy Kick-off 2014
European Innovation Academy Kick-off 2014European Innovation Academy Kick-off 2014
European Innovation Academy Kick-off 2014
 
Culture for Innovation
Culture for InnovationCulture for Innovation
Culture for Innovation
 
Introduction to Technology Entrepreneurship 2009
Introduction to Technology Entrepreneurship 2009Introduction to Technology Entrepreneurship 2009
Introduction to Technology Entrepreneurship 2009
 
Innovation management
Innovation managementInnovation management
Innovation management
 
Te Pp Open Innovation Network
Te Pp Open Innovation NetworkTe Pp Open Innovation Network
Te Pp Open Innovation Network
 
Te Pp Open Innovation Network
Te Pp Open Innovation NetworkTe Pp Open Innovation Network
Te Pp Open Innovation Network
 
Introduction to open innovation and understanding the concept of openness
Introduction to open innovation and understanding the concept of opennessIntroduction to open innovation and understanding the concept of openness
Introduction to open innovation and understanding the concept of openness
 
Product Development Project
Product Development ProjectProduct Development Project
Product Development Project
 
Mission StatementMission StatementMission StatementMaurice.docx
Mission StatementMission StatementMission StatementMaurice.docxMission StatementMission StatementMission StatementMaurice.docx
Mission StatementMission StatementMission StatementMaurice.docx
 
Onedot Company Portrait
Onedot Company PortraitOnedot Company Portrait
Onedot Company Portrait
 
Writing pitches - paragraphs
Writing pitches - paragraphsWriting pitches - paragraphs
Writing pitches - paragraphs
 

Recently uploaded

Future Visions: Predictions to Guide and Time Tech Innovation, Peter Udo Diehl
Future Visions: Predictions to Guide and Time Tech Innovation, Peter Udo DiehlFuture Visions: Predictions to Guide and Time Tech Innovation, Peter Udo Diehl
Future Visions: Predictions to Guide and Time Tech Innovation, Peter Udo Diehl
Peter Udo Diehl
 

Recently uploaded (20)

Integrating Telephony Systems with Salesforce: Insights and Considerations, B...
Integrating Telephony Systems with Salesforce: Insights and Considerations, B...Integrating Telephony Systems with Salesforce: Insights and Considerations, B...
Integrating Telephony Systems with Salesforce: Insights and Considerations, B...
 
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...
 
AI presentation and introduction - Retrieval Augmented Generation RAG 101
AI presentation and introduction - Retrieval Augmented Generation RAG 101AI presentation and introduction - Retrieval Augmented Generation RAG 101
AI presentation and introduction - Retrieval Augmented Generation RAG 101
 
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024
 
Introduction to Open Source RAG and RAG Evaluation
Introduction to Open Source RAG and RAG EvaluationIntroduction to Open Source RAG and RAG Evaluation
Introduction to Open Source RAG and RAG Evaluation
 
Free and Effective: Making Flows Publicly Accessible, Yumi Ibrahimzade
Free and Effective: Making Flows Publicly Accessible, Yumi IbrahimzadeFree and Effective: Making Flows Publicly Accessible, Yumi Ibrahimzade
Free and Effective: Making Flows Publicly Accessible, Yumi Ibrahimzade
 
Custom Approval Process: A New Perspective, Pavel Hrbacek & Anindya Halder
Custom Approval Process: A New Perspective, Pavel Hrbacek & Anindya HalderCustom Approval Process: A New Perspective, Pavel Hrbacek & Anindya Halder
Custom Approval Process: A New Perspective, Pavel Hrbacek & Anindya Halder
 
What's New in Teams Calling, Meetings and Devices April 2024
What's New in Teams Calling, Meetings and Devices April 2024What's New in Teams Calling, Meetings and Devices April 2024
What's New in Teams Calling, Meetings and Devices April 2024
 
WSO2CONMay2024OpenSourceConferenceDebrief.pptx
WSO2CONMay2024OpenSourceConferenceDebrief.pptxWSO2CONMay2024OpenSourceConferenceDebrief.pptx
WSO2CONMay2024OpenSourceConferenceDebrief.pptx
 
To Graph or Not to Graph Knowledge Graph Architectures and LLMs
To Graph or Not to Graph Knowledge Graph Architectures and LLMsTo Graph or Not to Graph Knowledge Graph Architectures and LLMs
To Graph or Not to Graph Knowledge Graph Architectures and LLMs
 
Salesforce Adoption – Metrics, Methods, and Motivation, Antone Kom
Salesforce Adoption – Metrics, Methods, and Motivation, Antone KomSalesforce Adoption – Metrics, Methods, and Motivation, Antone Kom
Salesforce Adoption – Metrics, Methods, and Motivation, Antone Kom
 
In-Depth Performance Testing Guide for IT Professionals
In-Depth Performance Testing Guide for IT ProfessionalsIn-Depth Performance Testing Guide for IT Professionals
In-Depth Performance Testing Guide for IT Professionals
 
"Impact of front-end architecture on development cost", Viktor Turskyi
"Impact of front-end architecture on development cost", Viktor Turskyi"Impact of front-end architecture on development cost", Viktor Turskyi
"Impact of front-end architecture on development cost", Viktor Turskyi
 
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered Quality
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualitySoftware Delivery At the Speed of AI: Inflectra Invests In AI-Powered Quality
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered Quality
 
SOQL 201 for Admins & Developers: Slice & Dice Your Org’s Data With Aggregate...
SOQL 201 for Admins & Developers: Slice & Dice Your Org’s Data With Aggregate...SOQL 201 for Admins & Developers: Slice & Dice Your Org’s Data With Aggregate...
SOQL 201 for Admins & Developers: Slice & Dice Your Org’s Data With Aggregate...
 
Demystifying gRPC in .Net by John Staveley
Demystifying gRPC in .Net by John StaveleyDemystifying gRPC in .Net by John Staveley
Demystifying gRPC in .Net by John Staveley
 
IESVE for Early Stage Design and Planning
IESVE for Early Stage Design and PlanningIESVE for Early Stage Design and Planning
IESVE for Early Stage Design and Planning
 
Designing for Hardware Accessibility at Comcast
Designing for Hardware Accessibility at ComcastDesigning for Hardware Accessibility at Comcast
Designing for Hardware Accessibility at Comcast
 
Future Visions: Predictions to Guide and Time Tech Innovation, Peter Udo Diehl
Future Visions: Predictions to Guide and Time Tech Innovation, Peter Udo DiehlFuture Visions: Predictions to Guide and Time Tech Innovation, Peter Udo Diehl
Future Visions: Predictions to Guide and Time Tech Innovation, Peter Udo Diehl
 
Connector Corner: Automate dynamic content and events by pushing a button
Connector Corner: Automate dynamic content and events by pushing a buttonConnector Corner: Automate dynamic content and events by pushing a button
Connector Corner: Automate dynamic content and events by pushing a button
 

LivingLabs & Open Innovation

  • 1.
  • 2. Technology is anything that was invented after you were born” Alan Key
  • 3. Disruptive Closed Integrated Innovation Radical Open Incremental Strategic Systemic Esteve Almirall . . . esteve.almirall@esade.edu almirall@lsi.upc.edu
  • 4. Innovation isn't what innovators do....it's what customers and clients adopt. Michael Schrage – M.I.T.
  • 5. 3 + 1 + R
  • 6. 0)
  • 7.
  • 8.
  • 9.
  • 10. ?
  • 11. 1)
  • 12. Early in the morning
  • 14.
  • 15.
  • 16. filled a caveat for a patent
  • 17. describing a telephone that used a liquid microphone
  • 18. and remained in the basket ...
  • 19. …. . .shortly before noon
  • 20.
  • 21. Bell's lawyer filled a patent and requested that the filing fee be entered immediately
  • 22. Late that afternoon, the fee for Gray's caveat was entered on the cash blotter however, the caveat was not taken to the examiner until the following day.
  • 23. Gray abandoned his caveat and that opened the door to Bell being granted U.S. Patent 174,465 for the telephone on 7 March 1876
  • 24.
  • 25.
  • 26. 2)
  • 28.
  • 29. started a company called Fuse to develop the quot;Dell of the Consumer Electronics.quot; One of the devices he had in mind was a small hard disk-based music player …. . .
  • 31. Fadell offered the idea to Philips
  • 32. Fadell offered the idea to Real Networks
  • 35. Apple assembles a 35 person team lead by Tony Fadell Philips IDEO General Magic Apple Connectix Web TV
  • 36.
  • 38.
  • 39. The 30GB, 5th Generation Video iPod of 2005 has around 400 inputs with an average value of $0.05
  • 40.
  • 41.
  • 42.
  • 43. 3)
  • 44.
  • 45.
  • 46. The previous state of the art in aviation manufacturing was to have global partners work from a common blueprint to produce parts.—Actually, whole sections of the airplane—that were physically shipped to a Boeing assembly plant near Seattle to see if they fit together. There, successive iterations of the planes were built and refined with onsite teams from around the world.
  • 47. Instead, on the 787 parts are designed concurrently by partners, and virtually quot;assembledquot; in a computer model maintained by Boeing outside its corporate firewall. Ultimately, completed sections of the plane will be picked up by three specially fitted 747s and carried to a Boeing facility in Everett, Wash. Thanks to the online modeling, Boeing can now trust its global partners with the process of creating entire sections of the plane, from concept to production.
  • 49.
  • 50. Customers, including pilots and flight attendants, were asked to provide input before the design was handed off to design partners. Scott Griffin – Vice-president and CIO - Boeing
  • 51. +1)
  • 52. Innovation Before After Invention Commercialization Product Business, incl. business model Technology driven Business / value driven Internally Internal generated integration of internal and external stuff Engineering’s job Everyone’s job
  • 53.
  • 54.
  • 55.
  • 56.
  • 57.
  • 58. Closed innovation Open Innovation The smart people in the field work for us. Not all the smart people in the field work for us. We need to work with smart people inside and outside the company. To profit from R&D, we must discover it, External R&D can create significant value: develop it, and ship it ourselves. internal R&D is needed to claim some portion of that value. If we discover it ourselves, we will get it to We don't have to originate the research to the market first. profit from it. The company that gets an innovation to the Building a better business model is better than market first will win. getting to the market first. If we create the most and the best ideas in If we make the best use of internal and the industry, we will win. external ideas, we will win. We should control our IP, so that our We should profit from others' use of our IP, competitors don't profit from our ideas. and we should buy others' IP whenever it advances our business model. from http://www.openinnovation.eu
  • 59. Finding Ideas/Partners/Technologies a massive filtering problem The Unwashed The Suspects The prospects The finalists The Partner (s)
  • 60. Innovation Intermediaries (inbound – outbound)  Knowledge brokers.  Connectors (Nine Sigma & Yet2.com)  Marketplaces (Innocentive).  Scouting. …...
  • 61.
  • 62. who invented the mountain bike
  • 63.
  • 64.
  • 65. Living Labs aim to provide structure and governance to the user involvement in innovation
  • 66.
  • 67.
  • 68.
  • 69. +R)
  • 70. inventor > networks >– crowds
  • 71. What hard problem is being solved here?
  • 72. Institutions are structures and mechanisms of social order and cooperation governing the behavior of a set of individuals. social purpose Institutions are identified with a and permanence, transcending individual human lives and intentions, and with the making and enforcing of rules governing cooperative human behavior. The term, institution, is commonly applied to customs and behavior patterns important to a society, as well as to particular formal organizations of governmentand public service. As structures and mechanisms of social order among humans, institutions are one of the principal objects of study in the social sciences, including sociology, political science and economics. Institutions are a central concern for law, the formal regime for political rule-making and enforcement. The creation and evolution of institutions is a primary topic for history.
  • 73. Traditional answer: 1) Create an institution
  • 74. Traditional answer: 1) Create an institution 2) Use the institution.
  • 75. we used to live in a world of products made in companies
  • 76. is this the only possible way?
  • 79. Where is the coordination? vs.
  • 80. 1) When you form an institution you take a management problem.
  • 81. 1) When you form an institution you take a management problem. 2) An institution needs structure.
  • 82. 1) When you form an institution you take a management problem. 2) An institution needs structure. 3) Institution have boundaries that are inherently exclusionary.
  • 83. 1) When you form an institution you take a management problem. 2) An institution needs structure. 3) Institution have boundaries that are inherently exclusionary. 4) Institutions creates a professional class.
  • 85. The face of innovation is changing, are we?
  • 86. ?
  • 87.