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Open Innovation and Strategy
MOOI Theme # 1 – presentation & discussion
December 3, 2013
MOOI Theme 1:
Open Innovation and Strategy
Prof. Henry Chesbrough, University of California, Berkeley & ESADE
Prof. Wim Vanhaverbeke, Hasselt University, ESADE & National University of Singapore
Dr. Nadine Roijakkers, Hasselt University
December 3, 2013
Statements about OI and strategy
– … the need to align open innovation with the organizational strategy
– …. firms need to audit the current status of their innovation strategy and identify areas where value could be added by open innovation
– Innocentive project:• “Quantitative Model to Aid Strategy Decisions
When Applying Open Innovation”
• Crowdsourcing applied to the link strategy & open innovation 3
Overview
• OI and corporate strategy
• OI and business strategy
• OI and strategy types
• A process view on the link between strategy and OI
4
OI and corporate strategies
5
OI and corporate strategyCorporate strategy:
– Long-term growth of the company
– in which industries/technologies a firm wants to be active – new business development
– OI and cap ability building (dynamic view):• Absorptive capacity/connective
capacity/desorptive capacity (Lichtenthaler and Lichtenthaler, JMS 2009)
– OI as instrument to drive cognition of future strategy (Itami & Numagami, SMJ 1992). OI frames and drives the way managers think – try to integrate it in the corporate strategy formulation process6
The McKinsey Growth Model
7
McKinsey Model & innovation strategy
8
McKinsey model and OI
• Innovation efforts aimed at all three time horizons
• H1: Current business: – BM determined/clear
– Incremental innovations with existing partners
– Market related partners more important?
– Short OI innovation cycles with low uncertainty
9
McKinsey model and OI
• H2: Related businesses
• H3: New businesses or disrupting businesses
• Work on the three horizons simultaneously
10
BCG matrix – Adapted for OIFrank Mattes - Applied Innovation management - nr 3 – 2011 (p. 13)
11
Deloitte’s Growth Framework
12
Growth matrix – Adapted for OIFrank Mattes - Applied Innovation management - nr 3 – 2011 (p. 14)
13
Incubation and EBAs: Growing beyond the
mainstream businesses• Role of corporate incubators & EBAs (DSM) in growth strategy of the firm
• OI in EBAs is quite different than in mainstream businesses
• New capability building through external relations
• Also: capabilities become non-strategic, obsolete (open up to 3rd parties, e.g. Philips Research in specific technical areas)
14
Accelerating and supporting innovation
Page 15
DSM Innovation Center
EBA Biomedical
EBA Advanced Surfaces
EBA Bio-basedProducts & Services
Business Incubator
New Business Development
~80% ~20%
CTO Office
Venturing
Excellence in Innovation
Licensing
Enablers
OI and the cognition of future corporate strategies
• Different people working together with external partners:– Different views on the technical and market
opportunities
– Scouters, incubators, EBAs: focusing on LT technical developments vs. mainstream businesses
– Tools to bring bottom-up insights into corporate strategy? (corporate strategic dialogues?) Page
16
Capability building(Lichtenhaler & Lichtenthaler, JMS, 2009)
Knowledge exploration
Knowledge retention
Knowledge exploitation
Internal (intrafirm) Inventive capacity Transformative capacity
Innovative capacity
External (interfrm) Absorptive capacity
Connective capacity
Desorptive capacity
17
Top-down & bottom-up approachesIfm report (2009)
18
Top downStrategically driven
Bottom upAchieved by evolution
Dis
trib
ute
d O
I Act
ivit
ies
Cen
tral
ised
OI A
ctiv
itie
s
Interactive poll 1
19
Chesbrough & Appleyard (CMR 2007)
ABSTRACT: The article discusses a process of business innovation known as open innovation and its relation to traditional business strategy. The competitive strategy developed by Michael Porter emphasized rivalry, buyer power, and barriers to entry as forces that could enhance a producer's surplus. The authors discuss the impact of the Porterian value chain, the processes of production through to the consumer, on subsequent business practices. However, this theory does not account for external sources of value to a company, such as innovation communities, volunteer contributors and surrounding networks, including social networking web sites, open source software and the Wiki model of open contributions. The concept of openness requires shifting from ownership to value creation and value capture. 21
Chesbrough & Appleyard (CMR 2007)
22
Chesbrough 2006
23
• A business model performs two important functions: – it creates value, and – it captures a portion of that value
• Creation of value: by defining a range of activities that will yield a new product or service valued by a (target) customer group
• Value capturing: by establishing a unique resource, asset or position within that series of activities where the firm enjoys a competitive advantage
Chesbrough 2006
24
Open business models:
Division of labor: – one party develops a novel idea but does not
carry this idea to the market itself– sells it to another party,who carries it to the
market
Open business model: uses the division of labor to
– create greater value by leveraging more ideas (external ideas)
– capture greater value by using key asset, resource, or position not only in the company’s own business but also in other companies’ businesses
The relation between OI and OBM
25
Open Innovation
Closed Innovation
Closed Business Model
OpenBusiness
Model
I-Pod Apple
http://open--innovation.blogspot.nl/2010/02/ipod-thanks-to-open-innovation.html
SkyNRGhttp://skynrg.com
Tide (P&G)
http://www.acs.org/content/acs/en/education/whatischemistry/landmarks/tidedetergent.h
tml
Senseo (Philips/Sa
ra Lee)http://www.entrepreneurship.ethz.ch/education/lectures/Alliance_Advantage/Trust_Risk_de_Man_
2009.pdf
(P/SL)
OI and Strategy Types
26
Jaruzelski & Holman/Booz & Company(Ivey Business Journal, 2011)
27
OI and Innovation strategy types
Frank Mattes - Applied Innovation management - nr 3 – 2011 (p. 20)
28
A PROCESS VIEW ON THE LINK BETWEEN STRATEGY
AND OI29
Slowinski & Sagal(Research Technology Mgt 2010)
30
Interactive poll 2
31
References- Abernathy and Clark, Harvard Business R., September 1981
- Chesbrough & Appleyard, California Mgt R., 2007
- Chesbrough and Crowther, R&D Mgt, 2006
- How to implement OI, IfM report, 2009, University of Cambridge
- Itamy & Namagami , Strat Mgt J., 1992
- Lichtenthaler & Lichtenthaler, J Mgt Studies, 2009
- Jaruzelski & Holman/Booz & Company, Ivey Business Journal, 2011
- Mattes Frank, How to make OI work for your R&D, Applied Innovation management - nr 3 – 2011
- Slowinski & Sagal, Research Technology Mgt, 2010
- Brandenburger en Nalebuff, Co-opetition, HBS press, 199632
Q&A
33