Posts etiquetados ‘MIT’

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 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)

El rol de las personas como evaluadores puede tomar distintas formas. El tradicional feedback puede ser considerado una vía de evaluación de los productos-servicios por parte de los clientes-usuarios. Aunque sobre esta fórmula ya se ha hablado bastante en los posts anteriores.

En este post se va a comentar una nueva fórmula que ha demostrado un alto potencial, especialmente para la valoración de ideas en la fase de desarrollo de nuevos productos-servicios-negocios. Se trata de los mercados de predicción. Este tipo de mercados se basan en el principio de la inteligencia colectiva, ampliamente difundido por James Surowiecki en su libro de 2004 “The Wisdom of Crowds: Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economies, Societies and Nations”.

Lo más interesante del hecho son las aplicaciones para el mundo de la empresa que se han desarrollado recientemente; la aplicación de la “collective intelligence” al “business intelligence”.

Una aplicación de este tipo tiene las siguientes características:

1) El ejercicio se realiza a través de una plataforma (intranet, extranet, internet) para la identificación de tendencias de forma colectiva en base a en base a mecanismos de apuestas.

2) Estas plataformas generalmente se alquilan por uso (ejercicio, campaña, etc.) a proveedores que ofrecen dicho servicio.

3) La empresa en cuestión define un enunciado concreto y deja que la gente (empleados, usuarios, etc.) apueste, bien por el resultado final, o bien por si dicho enunciado se llegará a producir o no.

  • Ejemplos de enunciados: “Si invertimos S en el desarrollo y fabricación del producto X para la fecha K, ¿cuántas unidades se venderán del mismo el primer año?”, “Si fabricamos el producto X con el sistema de fabricación F, el defectivo durante el primer año será inferior a 100 ppm”, “Si implementamos la campaña de reducción de costes Y, ¿cuál será nuestro ahorro neto?”, “¿Estará preparado el prototipo Z para la fecha W?”, “El volumen de ventas del producto P1 el próximo cuatrimestre será superior al del producto P2”, etc.

4) Para realizar las apuestas se dota a cada participante de una cantidad virtual de dinero. Las apuestas deben justificarse con opiniones argumentadas. De ahí la importancia de que los participantes aparezcan codificados para garantizar su anonimato.

  • Ejemplos de opiniones: “He apostado 1000 créditos a que no estará operativo el prototipo Z para la fecha W ya que en el laboratorio de testeo ha habido obras de acondicionamiento que han retrasado sus tiempos de respuesta de media 15 días”, “He apostado 2000 créditos a que no estará operativo el prototipo Z para la fecha W ya que dependemos para ello de que el proveedor N nos suministre el componente crítico Q en la fecha acordada, y al no ser nosotros uno de sus clientes estratégicos siempre se retrasa en sus entregas”,“He apostado 500 créditos a que las unidades de producto X que venderemos el primer año no superará las 20,000 unidades ya que la empresa E, según me ha comentado mi cuñado (que trabaja en una empresa proveedora de E), va a lanzar en 2 semanas un producto funcionalmente similar pero acompañado de un servicio financiación del 0% durante los primeros 12 meses”, etc.

5) Aquellas personas que más capital virtual acumulen por acertar en sus previsiones son premiados cuando el/los ejercicio(s) finalice(n).

6) Estas herramientas de “collective intelligence” aplicadas al “business intelligence” están obteniendo resultados un 60% más acertados (según CrowdCast) que los métodos de tradicionales de predicción.

  • Ejemplos de empresas que han implementado este servicio: P&G, Microsoft, Ford, Motorola, GM, MIT, Los Alamos National Labs, SAP, O’Reilly Media, Lloyds TSB, Pfizer, Southwest, Cisco, Best Buy, etc.

 

Eduardo Castellano