Open innovation is widely used in large companies and we know increasingly more about how to manage this process. In contrast, we know virtually nothing about the managers and practitioners who are driving open innovation in large companies. Who are the managers operating in open innovation teams or units? What is their profile? How long do they stay in an open innovation job, and what is their tenure in the company? This report tries to answer these questions based on an investigation of open innovation managers on LinkedIn.
Recent advances in technology put Internet-of-things (IoT)-innovation on top of the management agenda across industries. It is predicted to increase economic value by $11.1 trillion in 2025 (McKinsey 2015). The Service Science Factory and Noventum collaborated on this article to present a state-of-the art view on the Internet of Things and how to implement this vision within organizations.
Companies once deemed “too big to fail” are increasingly exposed to failure. The threat of disruption is everywhere. Startups are taking on the Goliaths in every market. Scores of malls across the United States are in collapse. Many household brand names are losing ground or even shutting completely. Regardless of industry, businesses face digital Darwinism, the evolution of technology and markets. Disruption is just a matter of when, where and why. To compete, executives must make tough decisions but more so, they must look to new horizons for new insight and direction. Whether companies thrive or cower in the face of digital Darwinism is a choice.
What external stakeholder groups can you tap into to build value for your innovation initiatives? Are your relationships with these external stakeholder groups solid or do you need to do additional work to build good, mutually beneficial working relationships? Are there potential stakeholder groups that you have not yet tapped at all? If so, what is your plan for reaching out to organizations within these pools so that you can further expand your innovation ecosystem? Are your channels for communicating with your external stakeholders strong or do they need further work?
When Céline Schillinger looked around her workplace she saw that the system didn’t value the diversity of competencies that different people could bring. They were being wasted. The system was focusing on a very narrow bandwidth of talents and always promoted the same kind of people, coming from the same background, and with the same kind of thinking. She decided to do something about it. Céline was called a troublemaker by her bosses, but thanks to her passion to grow and improve on rigid corporate systems, she was awarded Woman of the Year — La Tribune Women’s Awards in 2013. Céline is now the Head of Quality Innovation & Engagement at Sanofi Pasteur, the vaccines division of the multinational pharmaceutical company Sanofi.
Recognizing that every collaborative endeavor is unique and should be evaluated on its own merits, companies must do their homework before starting to work together. Successful innovation collaborations start with a clear understanding of how each company wants to benefit from the partnership, and how they will work toward a win-win outcome. This article highlights matters to be considered and memorialized in this formative stage of a partnership.
More and more Multinational Companies (MNCs) are turning to China for open innovation for several important reasons. Find out what those reasons are and learn more about best practices to succeed at open innovation in the unique Chinese market. This article delves deeper into how harvest the power of innovation from one of the world’s most populous and fastest-growing countries
We see a lot of programs being run in companies in the name of innovation. Of course some of the large corporations need to run innovation programs for name sake. They need some window dressing for analysts and industry observers lambasting the same for not being innovative enough.
The appropriate structuring of companies is becoming more and more relevant as a mechanism for managing and enhancing their innovation capability. This article explores the concept of the Viable Systems Model (VSM) of Stafford Beer as a tool to better structure organisations for effective innovation and efficient operation.