Managing Open Innovation and Enterprise Collaboration

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The open innovation model is driven by a structure and a stage gate process. This a presentation of 2 innovation models, example and description of the proposed process powered by Tools from

Text of Managing Open Innovation and Enterprise Collaboration

  • 1.Enabled by Simon Boucher in collaboration with: JF Kuersteiner and Frdric Gagnon of Fujitsu September 2013

2. Innovation and Collaboration: Concepts Proposed Solution 3. North-American and European sales revenues from new products have increased by 60% but time to market has been reduced by 30% Canada ranks 18th among 121 countries on the innovation index. Ironically, companies with a dedicated R&D department are decreasing. Networking and exchanges between business divisions and clients drives the development of new ideas Collaboration can be enabled by an unprecedented number of technologies Opportunity: Create an innovation structure and culture Opportunity: Structure innovation through open technologies enabling an extended business network2 4. Introduction in 3 stepsModelsProcessesToolBox33 5. Innovation models In 50 years, the concepts of innovation process has evolved significantly, from a simple (closed) linear model towards a more complex interactive, collaborative and open innovation model. Models Examples4 6. Models Linear, closed innovation model R&DScience knowledge baseLab activitiesResearchDevelopmentImplementation 5 7. Models Open innovation model (Interactive & collaborative)External Kowledge base(s) Internal Knowledge base(s)Suppliers Partners ClientsEmployees ResearchDevelopmentImplementation Source: Chesbrough 2003 6 8. Innovation: Needs a structure Clients concerns Voice of the customer SurveysService requestsExecution: Innovation process Research Idea generationPartnersSuppliers Service Clients Clients Sales repsOpenness: CollaborationDevelopment - iterationsThe combination of rigorous execution & open collaboration enables the open innovation approach7 9. Example: Open Innovation Process R&D only In 2003, Philips broke up the fortress of its Research LabsOld Philips modelLe cas de Philips (Chesbrough) 10. Example: Open Innovation Process R&D only They built the High Tech Campus Eindhoven A worldclass technology centre of high tech companies collaborating together in the development of new technologiesNew Philips model 11. Example: Open Innovation at Cirque du SoleilCirque du Soleil must develop ideas on the periphery of creation, upstream. This brainstorming workwhich is done to seek out new talent, develop acts and identify new areas of knowledge and technologynow also calls on external resources. Cirque du Soleil has established strategic alliances with educational institutions, including polytechnics and circus schools, to feed its inspiration and stock its cupboard of ideas. Acts and equipment are now thought out, tested and assessed several months in advance. Based on assessment results, certain ideas will be developed further in order to potentially incorporate them into a show. Some 50 act concepts are now under study, and 15 or so have come to fruition. 12. Innovation process overview 13. Managing the Innovation Process A Stage Gate approach IdesPendant chaque tape, il est ncessaire de se demander: que nous voulons aller plus loin ou pas (go/no go) ? Est-ceDe nombreux processus diffrents ont t proposs, linaires, boucls, ouvert, etc. mais la majorit commence par les ides et leur raffinement et finit par le lancement d'une offre et son suivi. De nombreuses appellations et reprsentations existent : pipeline de l'innovation (innovation pipeline), innovation funnel (rarement traduit par entonnoir de l'innovation), etc. 14. Main causes of failure Bad evaluation of the clients needs and market (45 %) Insufficiently structured development Undifferentiated product Insufficient product definition Product not part of the strategic mix, insufficient management support Deficient product marketing(25 %) Not enough budget or ressource, too many productsWinning at New Producs : creating value throught innovation / Robert G. Cooper. 4th ed., 2011, by Addison-Wesley Publishing Company, Inc.13 15. Innovation Expectations from the innovation tool-box Enable the capture of ideas Identify the momentum as it builds up around an idea Manage an innovation strategy Structure a realization process and ensure rigorous execution Ensure consistency between idea and resulting product/service Manage development projects based on priorities and strategic alignment1414 16. Innovation Expectations from the collaboration tool-box Instantaneous or asynchronous communication capabilities that can be extended to internal and external groups or communities Collect of ideas from clients or suppliers Manage communications around ideas, not around people Breadth of Tools for communication and networking Enables the sharing of information, and quick feedback Build and maintain communities of interest, build engagement1515 17. Innovation powered by Salesforce16 18. Current Salesforce client and new clients! Innovation Companies that have not yet structured their innovation strategy/processes Organizations that have limited R&D or innovation resources Enterprises with mature products/services portfolio, with growth or differentiation issues CMOs, COOs, mostly business folk Managers with OPEX accountability Collaboration Companies that have no collaboration tools Organizations with SFDC and CRM in place Enterprises looking to become more customercentric, or to involve their network in the innovation process today17 19. Elements of the Open Innovation Solution Innovation Audit (Assessment of the actual situation) Innovation Processes Enablement Idea Management Chatter Collaboration Enablement SalesForce Communities Enablement Radian6: Social Listening and integration to CRM Social ListeningCRM IntegrationInnovation AuditIdea ManagementCollaborationProcess EnablementCommunity Enablement 20. Youre interested to know more? Heres how to find me: Or click on any of the following icons