Open Innovation can take many forms, and one manifestation is open source. It’s an area that is intriguing and provides learnings for other approaches to Open Innovation. A recent article by Sarah Johnson of Seymourpowell highlighted some of the potential, and stimulated further thoughts.
A very good friend of mine works for a large, global company with multiple locations around the world, many of which are run as “hot desks”. He is in a position of responsibility, and often finds himself travelling to a different destination on the other side of the world at short notice. It’s the kind of business where looking for ways to innovate is very important, as is time management.
How can large companies regain the innovative drive that made them big in the first place? A new ebook compilation of my articles on the 6Ps of Radical Innovation for Large Companies is now available. Just follow this link to read or download.
The world is changing at an ever-increasing pace. There may have been times in history when the current rate of change was matched, for example the industrial revolution in the UK in the 19th century, when the balance of society changed from agriculture to industry in the space of a couple of generations. But it could certainly be argued that we are in a phase where so many markets are changing
Open Innovation only works if you can find the right partner. There, that’s the article finished. OK, if you’d like to read more…..
How do large companies pursue radical innovation, the kind of new product that changes or creates a market? In my first blog I summarized the 6Ps, a template that I believe could help to increase the output of game-changing innovation. Since then I’ve covered
How do large companies pursue radical innovation? You know, the kind of new product that changes or creates a market. In my first blog I summarized the 6Ps, a template that I believe could help to increase the output of game-changing innovation. Since then I’ve covered
How do large companies pursue radical innovation? You know, the kind of new product that changes or creates a market. In my first blog I summarized the 6Ps, a template that I believe could help to increase the output of game-changing innovation. The next blog covered
How do large companies pursue radical innovation? You know, the kind of new product that changes or creates a market. In my first blog I summarized the 6Ps, a template that I believe could help to increase the output of game-changing innovation. This was followed by the first “P”,
How do large companies pursue radical innovation? You know, the kind of new product that changes or creates a market. In my last blog I summarized the 6Ps, a template that I believe could help to increase the output of game-chang
How do large companies pursue radical innovation? You know, the kind of new product that changes or creates a market. There is a school of thought that says large companies just can’t do it, that any new market disruption comes from an upstart startup. There are, of course, exceptions to this generalization, for example Apple. Mostly though, large companies have an inbuilt need to pursue innovation in markets and fields with which they are already familiar, and to protect their current positions rather than disrupt or cannibalize. They don’t have the
How do corporate culture and recruiting practices influence creativity and innovation? This question has been in my mind while reading some blog posts over the last couple of weeks. Amongst them was one from Scott Anthony in September’s HBR Magazine in an article entitled “The New Corporate Garage”. Scott has laid out some cogent arguments how larger companies will play an even greater role in the development of innovation. Another was from Jose Baldaia, “Rebels, creative and disruptive people, are they a threat”? Jose asked whether companies treat rebels as a threat or a stimulus.
Open Innovation seeks to expand a company’s innovation possibilities by accessing ideas, technologies, products and even routes to market using external partners. Along with the opportunities come plenty of challenges; for example Intellectual Property (IP); the degree to which both partners profit from the alliance; “NIH”; and many others all need to be overcome.
Is it true that the larger your company, the tougher your innovation challenges become? If so, why should this be? It could be argued that more resources, bigger budgets, stronger technology portfolios and greater market access should make companies more successful at innovation. Larger companies usually have a higher number of smart people. They have processes in place that – at least in theory – should simplify the approach to innovation and make it more efficient.
Innovation in products, services and increasingly business models has endless possibilities. This is not just in what you develop, but also in what you communicate. Clearly innovation and communication to customers should be aligned, with the focus on the product benefits that will be most competitive.
I’ve been involved in a lot of discussions over the last twelve months related to the creation of new business through radical or breakthrough innovation. Some of them have been on collaborative work with the innovative market research agency, BrainJuicer. The essence of the challenge can be summarized as: why can’t large companies create new businesses? Many of the potential reasons were described well by John Kearon, the Chie
Many companies are very proud of their achievements, and usually with good reason. There are very few enterprises that have reached a strong market position with a profitable business through luck alone. Everybody likes to be associated with success, particularly if they really have made a contribution.
Innochat is a weekly Twitter chat involving a wide range of really interesting people from all over the world, linked by one thing – a deep interest and passion for innovation. If you’re on Twitter, and want to join, feel free to connect every Thursday at 12.00 US Eastern time, or visit www.innochat.com for more details, as well as the Twitter feed from recent chats.
The concept of Open Innovation (OI) has gained tremendous traction in recent years, as companies realize the potential offered by capabilities, technology and resource outside the organization’s borders. The OI principles outlined in Henry Chesbrough’s eponymous book from 2003 fall into two main areas, “inside out” when your assets are used by others; and “outside in” when you use other people’s. Most OI uses the latter approach, and companies who employ it well need to consider many different things, one of which is how to structure and organize their OI efforts.
I’m a big fan of the book Obliquity by John Kay. Despite the clumsy nature of the word, the message is simple. Objectives are rarely achieved in straight lines, you get there by oblique means. So if you want to achieve something, don’t aim directly for it, do the right things and you’ll eventually get there.
It’s an old saying that if you continue to do what you’ve always done, you’ll continue to get what you’ve always got. If you keep on banging your head against the metaphorical brick wall, your headache won’t go away, it’ll just get worse. It’s the same with creativity and idea generation. New products and services will continue on the same themes they always have if you have the same input and approach.