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Smau Bologna 2015 - CSP Innovazione nelle ICT
Il documento tratta dell'open innovation come approccio strategico per accelerare l'innovazione e l'espansione di mercato, enfatizzando l'importanza della collaborazione tra imprese, centri di ricerca e istituzioni. Viene evidenziato il ruolo degli SME, progetti europei come OpenAlps, e l'importanza di formare figure chiave per il successo dell'innovazione aperta. Si discute infine delle sfide e delle migliori pratiche per implementare efficacemente questo modello nelle diverse aziende.
Smau Bologna 2015 - CSP Innovazione nelle ICT
- 1. Open Innovazion: idee, modellie strumenti per sviluppare nuovo business Sergio Duretti Direttore generale CSP – INNOVAZIONE NELLE ICT
- 2. 2 39% 24,4% 6,1% Le persone Senzascopo di lucro Attività di sviluppo sperimentale e ricerca industriale Utili reinvestiti in ricerca No accesso preferenziale attività di ricerca ai soci Oggi: 45 dipendenti e 15 giovani ricercatori 2000-2014: 548 persone tra dipendenti, collaboratori, borsisti di ricerca, tirocinanti e tesisti Comune di Torino Politecnico Torino Università degli studi Torino Unione Industriale IREN Energia Sisvel Organismo di ricercaRegione Piemonte Csi Piemonte Le imprese JointLab @ Polito con 5 imprese I4B – accesso da parte di 800 imprese Nel 2014 58 Progetti con 134 imprese 1 Slide su CSP
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- 4. “Open innovation isthe use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively.” Chesbrough, Vanhaverbeke and West (2006) Open Innovation: Researching a New Paradigm “L’innovazione aperta indica l’uso continuativo ed intenzionale di flussi di conoscenza in entrata e in uscita, al fine di accelerare l’innovazione interna e allo stesso tempo espandersi in nuovi mercati nei quali poter utilizzare o eventualmente cedere la propria innovazione.” Prof. Henry Chesbrough: professor and executive director of the Center for Open Innovation in Berkeley, he was the first to introduce the term open innovation. He pioneered the idea in 2003 (it was formalized relatively recently), and his key concept involves taking advantage of new technologies to move companies into a new paradigm.4 4 Cos’è l’Open Innovation
- 5. Innovation tradizionale OpenInnovation Source: www.cometoknow.com Source: Chesbrough, 2004 La metafora dell’imbuto
- 6. 6 6 - Diverse esperienzein più territori (Piemonte, Lombardia, Veneto, Trentino, Emilia –Romagna, Lazio ecc.) - Presenza di attori con ruoli diversi (R&D performers, OI broker, technological provider, policy advisor ecc.) - Presenza del tema in Bandi europei e Fondi strutturali 2014- 2020 Si apre un percorso che intende nelle diverse tappe di SMAU raccogliere idee e proposte e consolidare un vero e proprio network di soggetti interessati a sviluppare soluzioni e servizi di Open Innovation Un cantiere aperto
- 7. 7 7 9 partners from5 EU MS have gathered into OA project with the overall aim to support SMEs in their innovation processes in order to increase their competitivity. The OA mission is bringing the Open Innovation to SMEs, R&D centres and regional governments in the Alpine area. OA is part of EU's Alpine Space Programme, funded by the ERDF and the participating MS. The project duration is 3 years (July 2011 – September 2014). RESULTS Analysis of Open Innovation processes: surveys and case studies Open Innovation Forum and matchmaking events (seekers meet solvers) Web-based Platform for Open Innovation: http://www.alpine-open- innovation.eu Local Open Innovation Labs Local Open Innovation training sessions for SMEs Open Innovation meetings for policy makers and cluster managers Il progetto europeo OpenAlps
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- 9. 9 9 Va molto beneper le grandi imprese con una storia di R&D: meno costi di R&D interna, più capacità di “risolvere” sfide “cercandole” sul mercato globale (altre imprese, centri di ricerca, individui) Va molto bene anche per le PMI quando l’impresa ha un’idea estremamente chiara e precisa di ciò che cerca Va bene quando l’utilizzo di piattaforme di collaborazione è integrato ai propri sistemi di gestione della conoscenza Funziona quando c’è un Broker sistemico Funziona Non funziona Non va bene per le grandi imprese senza una storia di R&D Non va bene per le imprese che pur essendo propense all’innovazione non sono in grado di codificare con grande precisione cosa cercano Non funzione quando l’utilizzo di piattaforme di collaborazione è qualcosa in più e di diverso rispetto alla gestione della conoscenza interna Non funziona se il Broker si limita alle funzioni classiche di gestione della transizione della proprietà intellettuale
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- 11. External Cooperation Internal collaboration Start-ups Competitors University & R&D players Customers Suppliers Playerfrom other sectors (Blue Ocean) Inside-out (Spin-off, etc.) Outside-in (Partnerships, M&A, JVs) Company Ecosystem HR Business Dev. Legal Affairs Purchasing Marketing R&D 11 Local Government Public support to SMEs Enterprise clusters/ associations 1 1 11
- 12. 12 4 azioni per renderlaoperativa (creating and profiting)
- 13. 1 3 13 1. Apriamoun filone Open Innovation nei Cluster nazionali e regionali utilizzando strumenti e piattaforme dedicate 2. Usiamo l’esperienza degli oltre 500 Living Labs della rete EnoLL esistenti in Europa per individuare nuovi bisogni non soddisfatti Replichiamo gli oltre 30 Living Labs del Piemonte (e gli altri …) 3. Rendiamo open i risultati della ricerca (più di 31mila progetti di ricerca e innovazione in Italia sui Fondi strutturali per un cofinanziamento di 12 miliardi di € ) Replichiamo Innovation4Business 4. Formiamo le figure chiave all’Open Innovation (nel pubblico e nel privato) Replichiamo OpenAlps
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- 15. 1. Qualunque siail punto di ingresso (CSP o Democenter) si accede all’ecosistema di tecnologie e competenze delle due parti 2. La base di ingresso è data da un’idea, da un progetto, da un bisogno da analizzare, sviluppare, realizzare 3. I servizi base offerti sono di Fund Raising e di technology assessment L’offerta
- 16. 16 CSP innovazione nelleICT s.c. a r.l. Sede principale Via Alassio 11/c 10126 Torino Joint Labs c/o Business Research Center Politecnico di Torino Via Pier Carlo Boggio 59 10138 Torino Tel +39 011 4815111 Fax +39 011 4815001 E-mail: innovazione@csp.it www.csp.it
Editor's Notes
- #6 The first funnel represents a closed innovation system: research development new products/services. It is a selective process: few innovative ideas after the selection arrive to market. In contrast, opening up the process and the innovation funnel to move into the open area is crucial, because these days: information circulates and is available to everyone more and more frequently, innovation happens in networks, with multiple companies –organisations discussing an idea rather than working on it alone most of the smart people work for someone else Let’s have a closer look to the OI funnel -> enterprises can and should use external ideas as well as internal ideas to innovate, and internal and external paths to market, as they look to advance their technology Open Innovation is a dynamic two-way process: the inbound process assumes that not all brilliant ideas are developed inside the company, but that enterprises have to open up and collaborate with external partners such as R&TD centres, universities, clients, suppliers, or even competitors- The knowhow generated by external players is integrated by the organisation. This is EXPLORAT ION the outbound process on the other hand allows companies to sell their own innovative technologies and processes to external partners and customers. There a valorization of the organisation know-how, (e. g. through licensing, spin off, joint venture, ). This is EXPLOITATION. The company or organization borders become more permeable and the internal organisartion and division of labor changes . The figure or the role of “innovation gatekeeper is introduced in some organsations” -> this is true both for product and for process innovation -> where do ideas and innovations come from? internally: R&D + each DPT; externally : from R&D (technology transfer), technology brokers, providers, partners in the supply chain, customers-users, competitors, from other sectors, … Talking about SMEs, that are OpenAlps main focus, most SMEs are familiar with the traditional, “closed” model of innovation, where enterprises generate and develop their own ideas for innovative products or processes in order to remain competitive. However, with growing competition and ongoing globalisation, enterprises should open their doors for the ideas, know-how and knowledge of external actors at a local, national and international level.
- #12 And if innovation is two-way process, inbound-outbound, EXPLORATION-EXPLOITATION, this is based on collaborative networks among different partners and players, often horizontal networks, not based on hierarchy, not exclusive relationships. We are talking about an open innovation ecosystem, a network of relationships with stakeholders to be managed with care and being aware of potentials and critical aspects. Here innovation is a collaborative process based on the elaboration and recombination of internal and external assets This figures tries to describe this ecosystem. On the left we have the organisation, the company. Inside the company innovation is a matter of cooperation between all the dpts. On the right the external world. The most relevant players of the ecosystem are mentioned. openness goes both ways: integrating external innovations into your process, and exporting some of your innovation process outside of the company. Innovation is sparked by looking outside: whether your entity is a startup, a small business, a major firm, or even a public organization, innovating is no longer an option; it is a requirement. As globalization proceeds and trade expands, there are more and more opportunities to innovate in cooperation with other members of your ecosystem and beyond—and doing so is becoming a vital necessity.