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Overview of Open Innovation practices and a peek ahead based on some back-of-the-envelope future scenarios ...

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  • 1. TheFutureof OpenInnova1on February, 2011 PhilippeVandenbroeck, Partner,shi4NShiftn, 2010www.shiftn.com 1
  • 2. Understandingthefutureofopeninnova;onShiftn, 2010www.shiftn.com 2
  • 3. AdiverselandscapeShiftn, 2010www.shiftn.com 3
  • 4. Apples iPod > 300 million sold 70% market share in the US iTunes 1 billion USD Q4 2010 only 6 months development time !Shiftn, 2010www.shiftn.com 4
  • 5. Apples iPod > 300 million sold 70% market share in the US iTunes 1 billion USD Q4 2010 only 6 months development time ! because Apple sourced in the idea from an outside consultant and assembled a team of 8 component technology partners to bring it to marketShiftn, 2010www.shiftn.com 5
  • 6. OpenInnova1onisnotnewShiftn, 2010www.shiftn.com 6
  • 7. OpenInnova1onisnotnewShiftn, 2010www.shiftn.com 7
  • 8. Cri1caluncertain1es "OpenInnova1onistheuseof purposiveinowsandou?lowsof knowledgetoaccelerateinternal HenryChesbrough innova;on,andexpandthe marketsforexternaluseof innova;on,respec;vely."Shiftn, 2010www.shiftn.com 8
  • 9. Adiverselandscape Sourcinginexternalexper;se Collabora;veinnova;on Valorizingendogenous(dormant)IP Userledinnova;on Corporateventuring Shiftn, 2010www.shiftn.com 9
  • 10. Adiverselandscape Sourcinginexternalexper;se Collabora;veinnova;on ValorizingendogenousIP Userledinnova;on Corporateventuring Dierentapproaches Dierentgoals Dierentimplica1onsforstrategyandcapabili1esShiftn, 2010www.shiftn.com 10
  • 11. AdiverselandscapeOI Mode Goal Locus CapabilitiesSourcing in Reduce costs, End of stage-gated Frame issues, Speed to Market innovation process Find expertiseCollaborative Radical innovation, Fuzzy front end Ecosystem mgt,Innovation New business models IP regime design System integrationValorizing Increase revenues Modularization,endogenous IP from existing assets identify application spaceUser-led innovation Empower customers, Ideation, Crowdsourcing, Create brand loyalty customisation MarketingCorporate Venturing Secure access to Anywhere Scouting component technologiesShiftn, 2010www.shiftn.com 11
  • 12. Sourcinginexper1seShiftn, 2010www.shiftn.com 12
  • 13. TataNano:only34patentsOpenHardwareModelCollabora1veInnova1on ?Shiftn, 2010www.shiftn.com 13
  • 14. SOCIAL PRODUCT DEVELOPMENT"Together, we develop two newproducts every week. One could beanything; the other is based on abrief we provide you ... "UserledInnova1onShiftn, 2010www.shiftn.com 14
  • 15. ValorizingendogenousIPShiftn, 2010www.shiftn.com 15
  • 16. CorporateVenturingInvestment focus: consumer products and services, health care,weight management and tness, media, water, clean tech,environmental services, ...Shiftn, 2010www.shiftn.com 16
  • 17. Widescan:P&GConnect&DevelopShiftn, 2010www.shiftn.com 17
  • 18. Concluding OpenInnova;onisdesigningtheowof knowledgeassetsacrosscompanyboundaries. OpenInnova;onisnotamonolithicprac;ce. BuildinganOIpor?oliohastobeanchoredina clearstrategicvision. DeployingfullspectrumOIentailsastrategic upframing,awayfromproductandtechnology layertoincludeserviceandbusinessmodel innova;on.Enormousdegreesoffreedom! Shiftn, 2010www.shiftn.com 18
  • 19. Driversbehindopeninnova1onShiftn, 2010www.shiftn.com 19
  • 20. Fragmentation of IPEroding innovationmodel of majors The spread of OpenJob mobility InnovationProsumership FORShiftn, 2010www.shiftn.com 20
  • 21. the microprocessor paradigm asset liquidity and option density from value chain to value constellations: innovative co-productive relationshipsShiftn, 2010www.shiftn.com 21
  • 22. the microprocessor paradigm asset liquidity and option density from value chain to value constellations: innovative co-productive relationships "Itistheviewsinthemindsofbusinesspeoplethatarethe greatestconstraint,andthesourceofgreatestopportuni;estoday. Therearenomaturebusinesses.Thereareonlymatureframes ofreference." NormannandRamirez,1994Shiftn, 2010www.shiftn.com 22
  • 23. Fragmentation of IP Culture (NIHS)Failing innovation The IP conundrummodel of majors The spread of OpenJob mobility Innovation Transaction costsProsumership Elusive business case FOR AGAINSTShiftn, 2010www.shiftn.com 23
  • 24. TheIPconundrum ? evolving economic partner vola1lity ships SecrecyorTransparency? Importanceinterna1onaliza1on SpeedorSecurity? ofintangibles GenericorFlexibility? Increasing heterogeneous partnerships CostorOpportunityCost? speed ofinnova1on Shiftn, 2010www.shiftn.com 24
  • 25. Dieren1atedsuiteofagreementsandexit/divorceplans Clearbutmodulartypologyofknowledgeassets ClearphasingofR&Dprocess evolving economic partner vola1lity ships SecrecyorTransparency? Importanceinterna1onaliza1on SpeedorSecurity? ofintangibles GenericorFlexibility? Increasing heterogeneous partnerships CostorOpportunityCost? speed ofinnova1on ClearstrategicvisionShiftn, 2010www.shiftn.com 25
  • 26. Elusive Belderbosetal.2009BusinessCase Datareecttechnologicalac;vi;esof168samplerms,19962003 R&DintensiveEuropean,USandJapanesermsinveindustriesResearchOrienta-on EXPLORATIVE EXPLOITATIVESOLITARYCOLLABORATIVE Collabora;veInnova;on, ValorizingdormantIP Insourcing "Contrarytoourexpecta;ons,itiscollabora1oninexplora1vetechnologicalac1vi1es, ratherthancollabora;oninexploita;vetechnologicalac;vi;es,thatleadstoareduc1on inrmvalue." "Thesendingsques;ontherelevanceofopenbusinessmodelsfortechnological ac;vi;es.Inpar;cular,theysuggestthatthepoten1aladvantagesofcollabora1onfor (explora;ve)technologicalac;vi;es(i.e.accesstocomplementaryknowledgefromother partners,sharingoftechnologicalcostsandrisks)mightnotcompensateforthepoten1al disadvantages,suchastheincurredincreaseincoordina;oncostsandtheneedtoshare innova;onrewardsacrossinnova;onpartners." Shiftn, 2010www.shiftn.com 26
  • 27. TheFutureofOpenInnova1onShiftn, 2010www.shiftn.com 27
  • 28. Cri1caluncertain1esDrivingforces Environmental Impactofclimatechange Poli1cal Scarcityofenergy/rawmaterials Geopoli;calsecurity Extentofmul;polarity Social Demographics Economic Availabilityofhumancapital Intensityofglobalcompe;;on AcceptabilityofclosedIP Accesstocapital Economicsurplus Technological: Emergenceofnewbusinessmodels Informa;onsecurityShiftn, 2010www.shiftn.com 28
  • 29. Cri1caluncertain1esCri1calUncertain1es Strategicagilityofinnovators Low High IntensityofexogenouspressuresShiftn, 2010www.shiftn.com 29
  • 30. Abackoftheenvelopescenarioframework high strategic agility moderate high pressures pressures low strategic agilityShiftn, 2010www.shiftn.com 30
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