Where to innovate open (Open Innovation)

SLIDESETWHERE,HOWTOBEOPEN.PPTX
© innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibitedSlide Set Where, How To Be Open.pptx
Service Offering
Determining where to innovate openly
and how to be open in these areas

Is this your situation?
Your firm has already some singular experiences in open approaches to innovation, e.g.
 (Consumer-driven Open Innovation) Ideation contests, Netnography projects
 (R&D-driven Open Innovation) Using intermediaries (e.g. NineSigma), Innovation clusters
 (Intra-firm Open Innovation) Innovation Jams
- 2 -
● There are still general discussions about benefits and risks of innovating openly that lack a clear focus
● It is still not clear in the organization that innovating openly is not a binary yes /no, but a deliberate decision
● There is no complete and coherent picture of the spaces in which it makes sense to innovate openly
● You are wondering if there is a stringent process that will uncover all the spaces in which Open Innovation
will be beneficiary
● Furthermore you are wondering if this process could also provide insights into which form of Open Innovation
(e.g. Ideation contest, intermediaries, Innovation Jam, innovation cluster,…) might be most favorable in the
identified spaces

Then, innovation-3 might provide the solution
● We are doing a quick scan with proven methodology on the spaces where innovating openly makes sense
• Technologies
• Processes
• Markets / Business models
● We are prioritizing the findings from the quick scan
● We suggest which forms of open innovation would be most helpful in the identified spaces
● We have a high-level discussion on our suggestions and select the most promising ones
● We come up with an implementation plan that highlights where and how Open Innovation is helpful and
how this can be achieved
- 3 -

Our project experiences show that Open Innovation potentially adds value in three
search fields
● Convergence
● Business model
innovation
● Extending product /
service portfolio
● Extending markets
(e.g. product vendor
 systems supplier)
● Process innovation
● Extending competitive
advantages in core
processes
● Convergence
● Product innovation
Time-to-market
● Focus on core
technologies …
● … while at the same
time extending the
technology basis
Search fields
Strategic
rationale
- 4 -
Business modelsProcessesTechnologies

For analyzing Open Innovation opportunities / necessities in technologies and processes,
the innovation-3 portfolio tool has proved to be effective
- 5 -
Attractiveness
• Development potential
• Breadth of application
• Compatibility
Competitive position
• Degree of mastery
• Potential
No Yes Case-by-case
Where to be
open

In determining where to be open, the right degree of openness needs to be determined
- 6 -
● Convergence
● High levels of interdisciplinary
research
● Globalization
● IP mainly in tacit know-how and
trade secrets
● High technological intensity
● Rapid technological change
● High R&D risks
● High strategic breadth
● Focus on radical innovations
Firm-specificfactorsExternalfactors
● Low clock-speed of industry
● Strong regulations
● Secrecy frameworks / strict regula-
tions for selection of co-innovators
● Strong, controlled IP strategy
● Focus on incremental innovation
● High relevance of tradition and
existing competences
● Non-innovative mindset of
Executives
Degree of
openness
-
Open Innovation Inhibitors Open Innovation Drivers

In determining how to be open within the identified spaces, innovation-3 has
implemented or analyzed more 30 (outside-in) open approaches to innovation
- 7 -
Decreasing degree
of specification
Decreasing degree
of familiarity
Open-end searchTargeted search
Known
innovation
partners
Unknown
innovation
partners
01
02
03
04
05
09
12
20
21
22
23
10
25
26
27
28
14
06 1115
16 241918
08
1307
17
Idea contests
Proprietary external innovation network
Innovation cluster
Note: 3 examples shown in order to demonstrate the portfolio methodology

A controlled process with 5 steps produces the answer to your questions
- 8 -
Preparation
Quick scan:
Charting the
landscape
Define spaces
where to be
open
Assess how to be
open in the
defined spaces
Operationa-
lization
Steps
● Scope of pro-
ject ( Proces-
ses, technolo-
gies and Busi-
ness Models)
● Defining the
“yes” and “nos”
for innovating
openly
● Deep-dive on the
“case-by-case”
fields for inno-
vating openly
● Defining the
most relevant
open approaches
to innovation
● Detailed plan for
moving ahead
Key
Result
Other
Results
● Repository of
past / current
open approa-
ches to inno-
vation
● Input for tech-
nology and
innovation
management
● External bench-
marks
● Education on
forms of Open
Innovation
currently not in
use
● Supporting material
for corporate
communication and
education
● Additional input
for technology
and innovation
management

© innovation-3; Any unauthorized copying, reproduction or distribution is strictly prohibitedSlide Set Where, How To Be Open.pptx - 9 -
Would you like to start our conversation?
Frank Mattes
Founder and CEO, innovation-3
Grillparzerstr. 4 II / III
65187 Wiesbaden
Tel.: +49-(0)611-59057-0
frank.mattes@innovation-3.com
www.innovation-3.com

Where to innovate open (Open Innovation)

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