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Open innovation

Open innovation
Open innovation is a term promoted by Henry Chesbrough, adjunct professor and faculty director of the Center for Open Innovation at the Haas School of Business at the University of California,[1] in a book of the same name,[2] though the idea and discussion about some consequences (especially the interfirm cooperation in R&D) date as far back as the 1960s[citation needed]. Some instances of open innovation are Open collaboration,[3] a pattern of collaboration, innovation, and production. The concept is also related to user innovation, cumulative innovation, know-how trading, mass innovation and distributed innovation. “Open innovation is a paradigm that assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as the firms look to advance their technology”.[2] Alternatively, it is "innovating with partners by sharing risk and sharing reward Advantages[edit] Disadvantages[edit] Models of open innovation[edit] See also[edit] Related:  Open innovation-mémoireBusiness Model thinking

What is Open Innovation? (formerly Center for Open Innovation) What is Open Innovation? Open Innovation is the use of purposive inflows and outflows of knowledge to accelerate innovation. With knowledge now widely distributed, companies cannot rely entirely on their own research, but should acquire inventions or intellectual property from other companies when it advances the business model. Briefly: “Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively. Henry Chesbrough, Open Innovation: Researching a New Paradigm "...Companies can no longer keep their own innovations secret unto themselves; ... the key to success is creating, in effect, an open platform around your innovations so your customers, your employees and even your competitors can build upon it, because only by that building will you create an ongoing, evolving community of users, doers and creators." back to top Books back to top

Persona (user experience) In marketing and user-centered design, personas are fictional characters created to represent the different user types within a targeted demographic, attitude and/or behavior set that might use a site, brand or product in a similar way. Marketers may use personas together with market segmentation, where the qualitative personas are constructed to be representative of specific segments. The term persona is used widely in online and technology applications as well as in advertising, where other terms such as pen portraits may also be used. Personas are useful in considering the goals, desires, and limitations of brand buyers and users in order to help to guide decisions about a service, product or interaction space such as features, interactions, and visual design of a website. A user persona is a representation of the goals and behavior of a hypothesized group of users. According to Pruitt and Adlin (2006),[6] the use of personas offers several benefits in product development (cf.

Innovation Consulting Services | Define Business Growth Strategy How can you chart a path that will lead to repeatable growth through innovation? Our work with VF Corporation—maker of Lee Jeans, Wrangler, North Face, and Nautica—shows the way. After a year in which revenue declined five percent, this global leader in branded apparel turned to us to help create a strategy to meet ambitious new growth goals. We began by auditing current innovation practices and bottlenecks. Within two years, the 50,000-employee company was on a sustained path of double-digit revenue growth across all business units. The lesson from VF Corp. and other clients is that you shouldn't approach innovation randomly. At Innosight, a general management approach to innovation is at the center of everything we do. Historically, fewer than 10% of companies have been able to sustain above-average growth for more than a few years. Adapting to a changing business and technological landscape sometimes requires the courage to formulate a new vision of who you want to be.

Living lab A living lab is a research concept. A living lab is a user-centred, open-innovation ecosystem,[1][2] often operating in a territorial context (e.g. city, agglomeration, region), integrating concurrent research and innovation processes[3] within a public-private-people partnership.[4] The concept is based on a systematic user co-creation approach integrating research and innovation processes. User centred research methods,[6] such as action research, community informatics, contextual design,[7] user-centered design, participatory design,[8] empathic design, emotional design,[9][10][11] and other usability methods, already exist but fail to sufficiently empower users for co-creating into open development environments. Description[edit] William J. In 2010, Mitchell, Larson and Pentland, formed the first US-based living labs research consortium. The convergence of globalization, changing demographics, and urbanization is transforming almost every aspect of our lives. How it works[edit]

How to Make Your Brain More Creative Can you make yourself more creative? According to Shelley Carson, author of the new book Your Creative Brain: Seven Steps to Maximize Imagination, Productivity, and Innovation in Your Life, you can. In a recent conversation with the Boston Globe, Carson, who has a PhD in psychology from Harvard University and teaches at Harvard Extension School, noted these three things: “In the business world, creativity is now the number-one quality that head hunters are looking for in top-level chief executives. It’s possible, she says, for creativity-challenged people to use “biofeedback programs and other types of cognitive behavioral research” to change brain activation patterns to “mimic the brain activation of highly creative people.” “What we have found in recent years in the neuroscience of creativity is that highly creative people tend to activate certain neural patterns in their brain when they are solving a creative problem or doing creative work,” she told the Globe.

Innovation ouverte en France L’innovation ouverte est l’idée selon laquelle une entreprise peut créer de la valeur (services et produit) autant par le biais de collaborations, de licencing, de spin-off que par ses efforts interne. Le concept d’innovation ouverte est maintenant bien connu puisqu’il a émergé aux Etats-Unis il y a une quinzaine d’années. Les entreprises pratiquant l’innovation ouverte (open innovation) ont tendance à connaître une innovation plus performante que celles qui ne la pratiquent pas. C’est le constat effectué dans certains pays, comme les Etat-Unis, où l’écosystème y est parfaitement adapté. Les pouvoirs publics et le top management de grandes entreprises tentent, tant bien que mal, de faire rentrer l’innovation ouverte dans les coutumes françaises. Comment les pouvoirs publiques pourraient être adaptées pour soutenir l’innovation ouverte ? L’innovation ouverte est-elle la meilleure approche ? A. 1) Définition 2) Open innovation ? B. Certains craignent que l’innovation ouverte soit synonyme de

C. K. Prahalad Coimbatore Krishnarao Prahalad (Kannada:ಕೋಯಮ್ಬತುರೆ ಕೃಷ್ಣರಾವ್ ಪ್ರಹಲಾದ್) (8 August 1941 – 16 April 2010)[1] was the Paul and Ruth McCracken Distinguished University Professor of Corporate Strategy at the Stephen M. Ross School of Business in the University of Michigan. During his life, he was frequently ranked as one of the most prominent business thinkers in the world. He was renowned as the co-author of "Core Competence of the Corporation"[4] (with Gary Hamel) and "The Fortune at the Bottom of the Pyramid"[5] (with Stuart L. Hart). On April 16, 2010, Prahalad died of a previously undiagnosed lung illness in San Diego, California.[6] He was 68 at the time of his death, but he left a large body of work behind. Early life[edit] Prahalad was the ninth of eleven children born in 1941 in to a Kannada speaking family in Coimbatore, Tamil Nadu. Professorship and teaching[edit] Achievements[edit] Writings, interests, and business experience[edit] C. Honors and awards[edit] See also[edit]

Business Model Alchemist Cloud computing Cloud computing metaphor: For a user, the network elements representing the provider-rendered services are invisible, as if obscured by a cloud. Cloud computing is a computing term or metaphor that evolved in the late 1990s, based on utility and consumption of computer resources. Cloud computing involves application systems which are executed within the cloud and operated through internet enabled devices. Purely cloud computing does not rely on the use of cloud storage as it will be removed upon users download action. Clouds can be classified as public, private and hybrid.[1][2] Overview[edit] Cloud computing[3] relies on sharing of resources to achieve coherence and economies of scale, similar to a utility (like the electricity grid) over a network.[2] At the foundation of cloud computing is the broader concept of converged infrastructure and shared services. Cloud computing, or in simpler shorthand just "the cloud", also focuses on maximizing the effectiveness of the shared resources.

The Weird Rules of Creativity The Idea in Brief Hire people you don’t like, then promote them when they defy you. Wholeheartedly commit to risky projects. Get your happiest workers arguing. Recipes for disaster? Traditional management practices apply when you need to make money now from tried-and-true products and services—but they don’t foster creativity. To innovate, companies must ignore longstanding management wisdom and adopt downright weird ways. The Idea in Practice To encourage creativity, take these counterintuitive approaches to hiring, managing, and risk-taking: Hiring Recruit people who aren’t blinded by preconceptions, including: mavericks and misfits who drive bosses and coworkers crazy because they reject popular opinion and bull-headedly champion their own ideas. When new hires at a toy company pointed out current products’ flaws, their behavior made senior executives “hate them.” people with seemingly irrelevant skills Example: Managing Encourage people to defy superiors and peers. Risk-Taking Example:

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