all the intelligent people are located in darmstadt ... · focus: open innovation and...
TRANSCRIPT
All the intelligent people are located in Darmstadt!? Advances and obstacles for open innovation
Prof. Dr. Ellen Enkel
Head of Dr. Manfred Bischoff Institute of
EADS; Chair of Innovation Management
1
AGENDA
| Relevance of open innovation
| Activities and sources used
| Consequences of open innovation for knowledge markets and networks
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 2
PROF. DR. PHIL. ELLEN ENKEL
Dr. Manfred Bischoff Institute of Innovation Management of EADS | | Chair for Innovation Management at Zeppelin University
Research encompass subject areas in technology and innovation management, as well as entrepreneurship
Focus: open innovation and cross-industry innovations, innovation networks, innovation culture and innovation controlling.
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 3
TODAYS CORPORATE REALITY
Decreasing research and development budgets
Shorter innovation cycles
Increasing employees’ mobility
Merging of technologies
Multiplicity of new business models, new corporations, new opportunities and risks
Opening up the innovation process (Open Innovation)
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 4
OPEN INNOVATION IN PRACTICE I
Innovation Jam (2006)
biggest Online-Brainstorming worldwide
150.000 people| 72 hours| over 46‘000 ideas
IBM invests 100 Mio $ in further development and implementation of the best ideas
2005: Reorganization of the research and development structure through implementation of the Connect & Develop strategy
Emphasizing on opening the innovation process for external sources and strong engagement in networks
Open Innovation projects (external input of more than 50%) achieve 70% higher Net Present Value than internal projects.
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 5
OPEN INNOVATION IN PRACTICE II
„We borrow with Pride“
Network with 500.000 external inventors
Investments in customer integration, min. of 500 customer visits per year
Verifiably more radical innovations realized through the systematic cross-industry approach
Regular cross-industry networks to future-orientated topics (Future Logistic, Future Living etc.) with other industries (e.g. HochTief, Geberit, Schindler, Hilti)
Development of a multi-perspectives future scenario
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 6
DOES OPEN INNOVATION INFLUENCE COMPANY PERFORMANCE?
Intensity of the cooperation
Broad usage of sources
Laursen, K. & Salter, A. (2006). Open for innovation: the role of openness in explaining innovation performance among U.K.
manufacturing firms. Strategic Management Journal, 27, 131–150.
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 7
OPENING UP THE INNOVATION PROCESS MEANS TRADING KNOWLEDGE AND GROWING MARKETS FOR KNOWLEDGE
Outside-in Process
External knowledge
Inside-out Process
Commercialization outside of the company
Coupled Process
Joint Innovation and commercialization
Boundaries of the company
Locus of innovation within the corporation
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 8
Evaluation of companies‘ motives
Strongest motivations for OI are either efficiency increase (time-to-market) or growth based on innovation (entering new markets)
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
4
3.66
3.97
3.85
3.49 3.53
3.79
Average values of motivation
N= 159
Open Innovation Study 2010
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 9
WHO ARE THE MOST IMPORTANT SOURCE FOR INNOVATION? Abb 3: Kunden sind die wichtigsten Quellen des Wissens: Umfrage
unter 9017 Erfindern in Europa nach Wissensquellen (Skala 1-5)
Quelle: Giuri und Mariani 2005: „Everything you wanted to know about innovators“, by LEM Sant‘Anna in Pisa, Working Paper
0
0.5
1
1.5
2
2.5
3
3.5
Customers
and Users
Patent
Literature
Scientific
Literature
Competitors Technical
Conferences
Suppliers Universities
Research
Quelle: Giuri und Mariani 2005: „Everything you wanted to know about innovators“, by LEM Sant‘Anna in Pisa, Working Paper
0
0.5
1
1.5
2
2.5
3
3.5
Customers
and Users
Patent
Literature
Scientific
Literature
Competitors Technical
Conferences
Suppliers Universities
Research
Survey study with 9017 innovators in Europe (scale from 1-5)
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 10
Usage of open innovation activities Cooperation with clients and suppliers is core activity
Average utilization Intensified utilization of
activities (categories 4 & 5)
Outside-In Process
Lead User Integration 3,24 45,90%
Integration of clients and/or suppliers 3,98 70,30%
Cross Industry Innovation 2,93 27,10%
Integration of idea platforms 2,85 27,40%
Online Brainstorming sessions 1,94 13,50%
Creativity workshops 3,22 44,90%
Crowdsourcing, client communities 2,24 19,30%
Listening post 1,83 8,80%
Inside-Out Process
Commercialisation by means of other firms (Joint Ventures, networks) 3,15 44,00%
Spin-offs, Management-Buy-Out s 1,74 8,60%
Corporate Ventures 2,11 14,10%
Commercialisation of own technologies on new markets 2,39 21,70%
Investments in other firms 2,25 17,50%
Mutual development
Mutual development with clients and/or suppliers 4,01 73,60%
Mutual development with other companies (own or external industry) 3,24 44,70%
Mutual development with universities and research institutes etc. 2,79 32,50%
New cooperative business models 2,25 19,60%
Please note. values are average values on a 5 point-scale (1 = not at all; 5 = to a high degree; 6 = not relevant); N = 159 incl. "not relevant"
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 11
WHERE IS THE KNOWLEDGE COMMING FROM?
“Knowledge we have” “People we know” “People we don´t
know”
COMPANY COMMUNITY CROWD
Employees Customers
Investors Public
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 12
THE CROWD´S POOL OF KNOWLEDGE
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 13
Intermedia-
tes
Joint free solution finding
Corporate Initiatives
Market-places for
idea owners
Public initiatives
Example Initiatives
Crowd
iBridge Network
Ideas Campaign
Galaxy Zoo
Fold It
Zazzle
JuJups
Spreadshirt
Dream Heels
BMW Via
Ideas4Unilever
IBM Innovation Jam
Lego Factory
Electrolux Design Lab
Osram LED-Emotionalize
Produrct Ideation
& -Solutions
Branding &
Design
Apache
Firefox
Linux
Wikipedia
CrowdSpirit
Openstreetmap
Yahoo Answers
Software
Hardware
Source: adapted from Gassmann (2010)
GROWING MARKET FOR INTERMEDIARIES TROUGH OPEN INNOVATION
Intermedia-
tes
Joint free solution finding
Corporate Initiatives
Market-places for
idea owners
Public initiatives
Crowd
iBridge Network Ideas Campaign Galaxy Zoo Fold It
Zazzle
JuJups
Spreadshirt
Dream Heels
BMW Via
Ideas4Unilever
IBM Innovation Jam
Lego Factory
Electrolux Design Lab
Osram LED-Emotionalize
Produrct Ideation
& -Solutions
Branding &
Design
Apache
Firefox
Linux
Wikipedia
CrowdSpirit
Openstreetmap
Yahoo Answers
Software
Hardware
Intermedia-
tes
Source: adapted from Gassmann (2010)
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 14
INTERMEDIARIES HELP TO CONNECT COMPANIES AND THE CROWD
IdeaConnection
YourEncore
Innocentive
Intermedia-
tes
R&D Solution
Platforms
Marketing &
Design
Freelancer
Ideation
Platforms
NineSigma Yet2.com Innovaro
Hypios
RedesignMe 99designs
HumanGrid Amazon Mechanical Turk
Chaordix Idea Crossing Innovation Exchange
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 15
Source: adapted from Gassmann (2010)
TRENDS – WHERE IS THE JOURNEY HEADED?
| Search for new knowledge outside of the own value chain to identify existing solutions and copy successful business models
6/15/2011 Prof. Dr. Ellen Enkel l Chair of Innovation
Management 16
CONTACT INFORMATION
Zeppelin University
Prof. Dr. phil Ellen Enkel
Head of Dr. Manfred Bischof Institute of Innovation Management of EADS
Chair of Innovation Management
Am Seemooser Horn 20
D-88045 Friedrichshafen | Bodensee
Tel. +49 7541 6009- 1281
E-Mail: [email protected]
Home: www.zeppelin-university.de