Open-innovation-for-sustainability-lessons-from-the-greenxchange-experience.pdf (Objet application/pdf) ESADE Knowledge Briefings: Innovation and knowledge management. 'Crowd-Sourcing Can't Build Bridges': Looking Beyond the Rebuild Era - Jobs & Economy. The Atlantic Cities is exploring America's rebuilding efforts in a four-part series. This is the final installment. Don't miss parts one, two, and three. Thus far in this series I've documented a few Rebuild Era trends: reverse migration to urban cores, many of which are seeing significant revitalization; an explosion of citizen engagement and DIY planning and renewal; and signs of a shift away from the mass industry that doomed so many American cities and toward a more regenerative economy.
But is this creating a new post-industrial metropolis, in which strong, effective leadership can sustain job growth and foster local engagement? Many of the hardest-hit cities no longer have the tax base or density to provide adequate services – precisely when the demand for those services has increased. Yet Ester Fuchs, director of Columbia University's Urban and Social Policy program and former adviser to New York City mayor Mike Bloomberg, sees what she thinks is a promising trend. Open Innovation Platform. Les nouvelles frontières de l’open innovation. Jean-Yves Huwart vient de me signaler à l’instant la publication de son rapport explorant les nouvelles limites de l’open innovation.
Je tiens à partager cette lecture de synthèse car elle permet comme rarement de toucher du doigt les nombreuses modalités de l’open innovation. C’est aussi une bonne manière de comprendre que l’open innovation n’est pas une panacée applicable en suivant une recette linéaire. L’open innovation reste une stratégie collaborative complexe, qui confrontée aux changements économiques de la planète et la persistante accélération technologique, reste en pleine mutation. Et pour citer ce rapport : Aujourd’hui, les pratiques d’open innovation ont franchi un nouveau palier. Des phénomènes récents comme l’essor des modes de communication digitaux interactifs, la montée en puissance des usines démarquées ou encore la décentralisation de certaines grandes entreprises permettent une plus grande ouverture, encore, des processus d’innovation.
All-in-One! – Open Innovation, Platforms and Business Models. Recently I was reminded about one of the most ambitious open innovation projects around – Innovative Medicines Initiative - set up here in Europe. I think you will find this interesting to pick up upon. Without doubt this is one of the most highly ambitious and bold initiative I’ve come across. I think anyone seriously interested in the combination of open innovation, the use of a collaborative technology platform built around a novel new business model within such a highly competitive industry of Pharmaceuticals should watch this initiative with growing interest.
It can point to significant changes in the impact and contribution of innovation management. From its initial concept inception in 2004 and 2005, with the IMI established in 2007 as a Joint Undertaking, it has operated as an autonomous body for approximately a little over two years as I understand it. Here I provide a fairly concise outline of its evolution and what challenges it is currently facing. IMI’s overarching objectives. Lego’s $50 Million Open Innovation Failure. The headline screams like a disaster. It’s not really that bad. Yes, Lego took a loss around that size when they decided to shut down their online game, Lego Universe, but they also learned some valuable lessons.
Jyllands-Posten, a Danish newspaper, did a story on the closing of Lego Universe, a so-called Massive Multiplayer Online Game (MMOG). It was a good article with interesting comments from Lego executives that were useful to extract some lessons on (open) innovation that go beyond Lego. Lego admits they did things wrong with Lego Universe. A big mistake was that they required people to buy a DVD in a store before they could start playing the online game. The reason for this was that extensive research had shown Lego that kids really want a physical product that they can touch and feel. Ok, the use of market research sounds fair enough, but Lego’s approach still highlights an important lesson on innovation.
I think companies need to find a proper balance on market research. Home | InnoCentive. Blogging Innovation » Four Elements of Open Innovation Success. Here are four key elements that are necessary for turning an open innovation strategy into a success: 1. Stakeholder Analysis You must get an overview of your internal and external stakeholders and analyze the pros and cons of the open innovation initiative for these people. Who will be affected by the open innovation intention? What issues bother these people? One approach is to create a stakeholder map that identifies all the various groups that might be impacted by your open innovation initiative, then develop specific value propositions for each group. 2. Strong communication programs are important at any time within an organization, but never more so than when open innovation is your goal.
Obviously, communicating within a small company is easier than in a large corporation. 3. A key objective of your communication strategy is to develop a shared language about open innovation—and innovation in general—within your company. 4. Blogging Innovation » Evolution of the Innovation Funnel. Today I want to examine a tool that has become a well-worn crutch for many firms, the innovation “funnel”. I’m going to argue that we need to rethink the funnel in fundamental new ways if we are to achieve our innovation goals. First, let’s get into the mood by recognizing what many people think about an innovation funnel, using a cartoon from Tom Fishburne. Many times a funnel is simply a place to collect ideas, ignore them or hope they’ll go away. Remember that we innovators borrowed the idea of a funnel from the sales guys. The analogies are fairly close however – you need many prospects to qualify to close a deal, and many ideas to evaluate to create a new product or service.
The first iterations of innovation funnels were simply that – a way to collect internally generated ideas and manage them through the innovation process to create new products. Henry Chesbrough changed the concept of a funnel by making it permeable and porous. However, the funnel still seems too focused on ideas.