Archivos de la categoría ‘eventos’

Following the wake of the previous post, you can find below a selection of 2013’s relevant Open Innovation reports.

1.  Open Innovation Market Study, 2013 Edition

2013_open_innovation_market_studyThis RWTH-TIM’s open innovation study explores the market of open innovation accelerators (OIA); organizations that help their clients to include external experts in all stages of an innovation project.

Open innovation today has become a core tool in innovation management. But which is the right method for open innovation? Which are the criteria to plan an open innovation project? Which intermediary or service provider has specific knowledge and expertise in, e.g., crowdsourcing, the lead user method, netnography, idea contests, technology scouting, or broadcast search? This totally updated 2013 edition report provides a comprehensive analysis of the providers and platforms for open innovation.

We take a detailed look on the methods, cost, project and community structures, and market size. Our purpose is to support strategic decisions when planning an open innovation venture. Managers will gain an overview of the intermediaries available for open innovation and will get advice how to identify partners for their project.

We invited more than 160 intermediaries to join our survey investigating the OIA’s business model and environment, productivity, services offered, project specifics, and characteristics of their participant pool. In addition, we asked about estimates for the development of the open innovation market. Besides a lot of highly interesting findings about the market for open innovation in general and the intermediary’s role in it, we were also able to compile 188 detailed accelerator profiles.

Futher info about this report can be found at:


2. Leading Open innovation >> New edited MIT book on co-creation and open innovation

Leading Open innovationIn today’s competitive globalized market, firms are increasingly reaching beyond conventional internal methods of research and development to use ideas developed through processes of open innovation (OI). Organizations including Siemens, Nokia, Wikipedia, Hyve, and Innosabi may launch elaborate OI initiatives, actively seeking partners to help them innovate in specific areas. Individuals affiliated by common interests rather than institutional ties use OI to develop new products, services, and solutions to meet unmet needs.

Leading Open Innovation describes the ways that OI expands the space for innovation, describing a range of OI practices, participants, and trends. The contributors come from practice and academe, and reflect international, cross-sector, and transdisciplinary perspectives. They report on a variety of OI initiatives, offer theoretical frameworks, and consider new arenas for OI from manufacturing to education.

3. Berkeley-Fraunhofer Study on Open Innovation

Berkeley-Fraunhofer Study on Open InnovationOur collegues of Fraunhofer IAO and University of Berkeley (Henry Chesbrough and Sabine Brunswicker) have surveyed large firms in the US and in Europe about whether or not they actually practice open innovation. The results are very interesting. Here are some key findings:

  • Among companies with sales larger than $250 million annually, 78% practice open innovation
  • Among those companies, 71% report that top management support for these activities are growing
  • 82% of firms report that open innovation is more actively practiced now, compared to three years ago
  • None of the companies in the survey have abandoned open innovation as of now.


As another evidence of the relevance of the Open Innovation concept worldwide, you can just see the last fall issue of the MIT Sloan Management Review >> Special Report  on Leveraging External Innovation.

Finally, all those interested in these topics would really enjoy the meetings we are preparing for our next World Conference on Mass Customization, Personalization, and Co-Creation [MCPC 2014] at Aalborg University. See you there!

Frank Piller (RWTH/MIT)


The main theme of PRO-VE’12 focuses thus on crucial aspects to empower Collaborative Networks as a main actor of change in society.

The scope of this year is: Collaborative Networks in the Internet of Services

“Recent developments under the umbrella of Future Internet offer new concepts and mechanisms to support a new generation of advanced collaborative networks. Particularly relevant is the consolidation of the Internet of Services and its associated infrastructures and related concepts such as service ecologies and service parks. Complementarily, recent progress on Cyber Physical Systems induce new virtualization possibilities for resources and capabilities, leading to notions of Industrial Internet, Sensing Enterprise, Internet of Events, etc.” 

Moving from services provided by a single entity to more complex or integrated multi-stakeholder services requires new approaches in dynamic service composition and thus the effective consideration of the “collaboration” perspective. This is a fundamental step in reducing the gap between the notions of software service and business service.

The conference will take place in Bournemouth, UK, the 1-3 October 2012.


 Applied Developments and Industry-based extended abstracts are welcome for possible presentation at PRO-VE’12 conference. Accepted submissions will provide distinguished showcases of current and emerging Collaborative Networks forms in different industrial domains and application environments.

The Applied Developments and Industry call for extended abstracts aims to attract contributions from industry related to practical developments on Collaborative Networks and/or related supporting technologies in the industrial landscape.

Furthermore, the track intends to provide practitioners (e.g. network managers) with the opportunity to introduce, discuss, and exchange positions on different Collaborative Networks creation and management strategies with researchers on the Collaborative Networks scientific discipline towards the identification of best practices combining academic research work and industry experience.

Extended abstracts should be no more than 2 pages in length and will be included in the PRO-VE electronic proceedings; submissions shall use the Easychair system (the same link as PRO-VE’12 Main Conference, selecting “Applied Track” option).

Important Dates:

  • Extended Abstracts Due: 31 July 2012
  • Notification of Acceptance: 03 August 2012
  • Extended Abstracts Camera-ready Due: 10 August 2012

Applied Developments & Industry Track Organizing Committee

  • David Romero (ITESM, MX)
  • Myrna Flores (CEMEX, CH)
  • Paul de Vrieze (Bournemouth U, UK)

Best regards,

David Romero (ITESM)

Continuando la promoción de un espacio de intercambio de experiencias entre académicos e industriales en relación a la creación y gestión de redes colaborativas de empresas, se realizó por tercera vez dentro de la Conferencia Internacional PRO-VE 2011, una sesión especial dedicada a compartir prácticas exitosas de casos reales de redes colaborativas.

Las memorias de esta tercera sesión incluyen nuevas ideas y recomendaciones para mejorar las estrategias y prácticas administrativas actuales de diversas formas de redes colaborativas.

David Romero (ITESM)

The full conference program of the MCPC 2011 has been released.

In addition to hundreds of CEOs, Founders, Directors, and Practice Leaders of the companies that apply and support mass customization, customer co-creation and open innovation successfully, many of the world’s leading researchers in these areas will present latest findings in an accessible way. Some of the presenters involved:

  • Henry Chesbrough (Professor of UC Berkeley)
  • Frank Piller (Professor of RWTH/MIT)
  • Kent Larson (MIT Media Lab)
  • Joseph Pine (Strategic Horizons)
  • Chris Anderson (Wired Magazine)
  • Ashish Chatterjee (Director of Connect+Develop at Procter & Gamble)
  • Andy Zygna (CEO of Nine Sigma)
  • John Jacobsen (Head of Engineering at Quirky)
  • Derek Elley (CEO of Ponoko)
  • Nik Pinkston (Founder of Cloudfab)
  • Mark Hatch (CEO of TechShop)
  • Cathy Benko (Vice Chairman and Chief Talent Officer of Deloitte U.S. Firms)
  • And many more representants from Threadless, Ford Motor Corp, Reebok…

The interactive conference format of the MCPC 2011, supported by the proximity to the Silicon Valley / Bay Area entrepreneurship and investment community, allows for deep interaction and networking between the participants.

Also, before the main conference (Nov 18-19), a special business seminar will provide executable frameworks for the management of mass customization and open innovation and a focused view on future topics.

You can now join the conference in a lively exchange on best practices, case studies, success factors and open business models that focus on the top management and leadership issues and / or provide deep insights into specific design parameters of the tools and technologies behind open co-creation and mass customization. Some selected topics of presentations and panels at the MCPC include:

  • Setting up a mass customization business model
  • The market for mass customization
  • Defining a customer co-creation initiative that works
  • Managing customer-centric supply chains and fulfillment
  • Design elements of successful configuration toolkits
  • Metrics for open innovation
  • Implementing open innovation in an R&D organization
  • Learning from failures of the early pioneers
  • Getting VC investments for business models for MCP
  • Optimal incentives for internal and external participants
  • Getting corporate buy-in for customer co-design and OI
  • And much more…

By the way, the MCKN platform (see previous post), will be advertised to such auditorium during the event.

Frank Piller (RWTH/MIT)

Al hilo del título del post anterior, pero esta vez en clave de innovación-emprendizaje, este post va dedicado a una muy interesante iniciativa que se está desarrollando en el seno de la Corporación MONDRAGON: El BAC (Business Acceleration Center) MONDRAGON.  

Al más puro estilo Co-Society, el BAC, con las señas de identidad propias de la Corporación MONDRAGON, e impulsado desde el Centro de Promoción Corporativo, tiene como objetivo dar un salto cualitativo en la intensidad emprendedora como estrategia de transformación de MONDRAGON (+83.000 trabajadores).

El BAC de MONDRAGON es una estructura especializada destinada a dinamizar los procesos de lanzamiento de iniciativas empresariales en la Corporación MONDRAGON mediante el fomento de nuevos negocios generados a través de la intercooperación, siendo sus actividades principales:

  1. Prospectiva de espacios de oportunidad para nuevos negocios basados en la intercooperación.
  2. Orquestar la arquitectura de la participación, creando puentes entre las empresas comprometidas con el emprendizaje colaborativo.
  3. Identificación y captación de líderes para los proyectos interempresariales.
  4. Difusión de las actividades, la dinámica de trabajo y los resultados del emprendizaje colaborativo.
  5. Mecanismos de gestión del BAC y de sus proyectos

Dentro del marco de encuentros BAC, esta semana he tenido la suerte de asistir, desde Ikerlan-IK4, al encuentro DREAMWORKS del BAC de MONDRAGON sobre Centros de Emprendimiento. El mismo ha sido toda una escenificación de cómo un hub como el BAC puede facilitar conexiones improbables entre acciones y actores de diversa naturaleza (Universidad, Centros Tecnológicos, Empresas, Divisiones Sectoriales, Centros de Promoción, etc…), dando un sentido de coherencia y creando un ecosistema de personas que comparten una visión común; el emprendizaje en colaboración como proceso de transformación clave para afrontar con ilusión un presente-futuro de lo más retador.

Elkarbide es el lugar web donde seguir las iniciativas, de toda índole, que están orbitando alrededor de este apasionante ecosistema de innovación y emprendizaje llamado BAC de MONDRAGON. Allí nos vemos…

Eduardo Castellano

Uno de los proyectos en que más ilusión me hace trabajar es un Living Lab en el cual estamos colaborando en su diseño. Al hilo de este apasionante proyecto quiero dejar aquí un par de notas que pueden ser de interés.

En primer lugar unos sitios básicos por los cuales empezar para situarse en el mundo de los living labs:

En segundo lugar, recordar el próximo II Living Labs Summer School 2011 que se celebrará en Barcelona los próximos días (29/08 – 02/09), en concreto en el Citilab Cornellà:

The Living Labs Summer School is the annual gathering of people interested in learning how to innovate through Living Labs.  Sponsored by the European Network of Living Labs (EnoLL), the Summer School  tries to create a permanent open school of innovators, where experienced leaders of Living  Labs and future practitioners could develop a peer to peer learning environment. Started successfully in Paris last year, this second edition will be organized by Citilab.

  • Bringing real Living Labs experiences trying to clarify what a living lab is about
  • Experience Innovation in real settings (participating in outdoor Living Lab activities)
  • Helping  to start and develop your own Living Lab project
  • Discussing sustainability and business models for Living Labs
  • Collect, disseminate and exchange new learning methods for Living labs
  • Build and strengthen international networks
  • Identify emergent Living Lab themes, common future activities and future roadmapping

[Enlace a algunos documentos del evento]

En los próximos meses se irán materializando muchas de las ideas-propuestas que estamos trabajando respecto a este proyecto así que en breve tendréis más noticias del mismo.

Eduardo Castellano

Al hilo del post escrito en el blog OpenBasque, sobre innovación abierta intra-organizativa

(video de la presentación en taller OpenBasque)

…a continuación van las claves de un Hack, y dos Moonshots. El primero de ellos metodiza, mientras que los otros dos complementan y redundan, respectivamente, algunos de los mecanismos comentados en la presentación. Los tres tips proceden de la comunidad Management Innovation eXchange (MIX) promovida por Gary Hamel.

HACK. Entrepreneur Employees: How to Innovate in Corporations

  • In many service industries, employees are happy doing their assigned work and believe that innovation is not required in their world. Many service firms have tried changing this idea by encouraging innovation and providing a platform to innovate and showcase. But, they have failed in one critical aspect. They have failed in making their employees realize the need to innovate.
  • Even in cases where the importance of innovation is communicated, innovation is inhibited due to one or all of the following reasons: Ignorance of the true value addition; Lack of perspective; Absence of significant incentives.
  • We believe that it is possible to instill in employees ‘a culture to innovate’ by equipping them with the following: Awareness; Opportunity; Ownership; Recognition.
  • In this hack, we suggest an experiment that will test our hypothesis. This experiment can be carried out on a small client account within the organization. To implement and test the hypothesis, the company must form a team called the ‘Innovation Team’, with a budgeted allowance to carry out the experiment.
  • The Innovation team will be provided with a timeline to implement the initiative (90 days). The timeline is divided as Ideation Phase, Review Phase, Evaluation and Selection Phase, the Development and Deployment phase and the Iteration Phase.
  • The Innovation team must select the ‘Xchange Panel’ that is instrumental in carrying out the experiment and incorporates people from different business functions: Delivery head/manager of the account; System architect and functional consultants; Representative from the Marketing team of the product or service which the account handles; Customer; Industry experts/Market Analysts.
  • The ‘Innovation team’ will help the panel to conduct the ‘Xchange forum’ and ‘Entrepreneur’s Forum’ effectively.


  • The ‘Xchange Forum’ is part of the Ideation Phase, where the different perspectives acquired are put to test. Role playing is one of the critical links in understanding the different perspectives. In these forums, the delivery team plays the role of the ultimate end-user and the Xchange panel plays the role of the immediate customer. In our illustration, the application delivery team plays the role of online banking customer and the Xchange panel role play as the bank… The success of the forum will be measured by arriving at broad areas of improvement, where profitable projects can be pursued, through discussion among the forum players.  The fund required to carry out these activities will be partly borne by the account and partly by the Innovation team.
  • The Entrepreneur’s Forum – Time to Transcend: Every team member, having realized the true value he/she is adding and with an added perspective of the end-user, will feel the need to innovate and would want to contribute more than the regular work. He/She, motivated by the exercise, comes up with ideas to delight the end-customers, which he/she can present to a panel, which plays the role of venture capitalists. The Entrepreneur’s Forum is part of the Evaluation and Selection Phase. The Development team member, now on called the Entrepreneur Employee, is required to build his own team of delivery and management and has to convince the VCs to fund their idea. The Xchange Panel evaluates the idea proposed based on parameters of group criteria: Feasibility (ease of development – conflicts with other projects – ease of implementation – client acceptability); Cost (project length – resources required – cash flow change); Value Addition (value difference – projected cash flows – intangible benefit – availability of substitutes).
  • In our experiment, the Innovation team and the Xchange Panel need to play a very crucial part in drafting the Idea Brief document. The employees may be motivated and could have found a new, exciting idea but equally important is to make it feasible by addressing all the concerns. The Project Management office will help the employees in identifying the budget and schedule considerations for the project to convert their idea into a business project. The output and success of the forum will be measured by the selection of a feasible project idea and formation of a delivery team with mentors.
  • Delivery and Beyond: The development team, along with the mentors, has to arrive at a detailed project schedule and work on the deliverable as part of the Development and Deployment phase. The team has to report to the Xchange panel regarding their milestone achievements periodically. The funds and other resources shall be allocated to the project team at each milestone achievement and after the satisfaction of the Xchange panel. Once the project is delivered successfully within the time frame, the team/organization can present it to the client, proving the value it will add to the end-customer.
  • At the end of the successful project completion, the Xchange Panel and the Innovation team should recognize the teams with organization-wide communication, best practices identification and other rewards.
  • Once the pilot project has been successfully implemented, the ‘Innovation Team’ should plan an organization-wide implementation. However, the roll-out should be done in a phased manner. This would help to address problems in a systematic way and help to develop a more robust system. This culture of innovation would slowly but surely be implanted in the working styles of the employees and our hypothesis would become a reality.

 This framework primarily aims at cultivating an environment of innovation, ownership and implementation in the service organizations. It creates the following positive impacts in the employees:

  •  The Need to innovate in a service organization with a business-to-business model
  • An arena to criticize their own services and create an end-user perspective
  • A sense of entrepreneurship among the employees and cultivating ownership among the employees
  • Motivation to ideate more and think beyond their current lines of work
  • While criticizing their work, the employees will realize the real value they are adding currently
  • Tangible benefits like financial gain & increased project contracts and intangible benefits like improved relationships both within and outisde the organizations

 Moonshot 1. Create internal markets for ideas, cash & talent

  •  “Organizations need a resource allocation process that more accurately mimics the selection pressures of a real market.”
  • Funding decisions in corporations are usually made at the top and are heavily influenced by political factors. That’s why companies over-invest in the past and underfund the future.
  • By contrast, resource allocation in a market-based system like the New York Stock Exchange is decentralized and apolitical. While markets are obviously vulnerable to short-term distortions, in the long run they’re better than big organizations at getting the right resources behind the right opportunities.
  • To make resource allocation more flexible and dynamic, companies must create internal markets where legacy programs and new projects compete on an equal footing for talent and cash.

 Moonshot 2. Enable communities of passion

  •  “Passion is a multiplier of human effort, but it can’t be manufactured. It’s present only when people get the chance to work on what they truly care about.”
  • Passion is a significant multiplier of human accomplishment, particularly when like-minded individuals converge around a worthy cause.
  • Yet a wealth of data indicates that most employees are emotionally disengaged at work. They are unfulfilled, and consequently their organizations underperform.
  • Companies must encourage communities of passion by structuring work and revising management processes to help people tap into a higher calling at work, by connecting employees who share similar passions, and by better aligning the organization’s objectives with the natural interests of its people.

Por cierto, para los más animados, recordad que el concurso MIX para presentar ideas y prácticas disruptivas en el ámbito del Management 2.0, patrocinado por la Harvard Business Review y McKinsey, está abierto hasta el 18 de julio.

 Eduardo Castellano