Name: Jillian Braynen

Case Study: Fiat Mio

Course: Innovation Management
Due Date: June 25, 2023
Table of Contents
Section 1: Introduction 3
Section 2: Focus points
 Analyze the open innovation used by Fiat Mio. What evidence within the case study
indicates that Fiat Mio used this innovation? Discuss the evidence and justify why the
evidence indicates that it has open innovation features. 4
 What are the main differences between the crowdsourcing projects managed by
InnoCentive and Fiat Mio?
 What types of innovation are addressed in this case study? There are four types of
innovation according to the classification in the Oslo Manual. Base your response on these
types and justify it.
 If Fiat Mio was simply a prototype that would never be produced or marketed, what would
be the actual innovation?
Section 3: Conclusion 10
Section 4: Bibliography 11

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SECTION 1: INTRODUCTION

Linus Dahlander and Marin Wallin in an article from the Harvard business review entitled,
“Why Now is the time for “Open Innovation” stated that, due to the Covid-19 crisis, many
companies took the approach to come together to work transparently (Dahlander and Wallin,
2020), on ideas. This collaboration between companies as stated saved lives and became a
huge monetary benefit to those companies. Allowing companies to realize that innovation was
key first and then open innovation has major implications to the survival of an organization.
Open innovation is a collaborative approach to innovation that involves sharing and
exchanging ideas, knowledge, and resources with external partners, such as customers,
suppliers, universities, and even competitors. It is based on the belief that great ideas can come
from any and everywhere, and organizations can benefit from external perspectives and
expertise that were not commonly known. In contrast, closed innovation is development of
views and ideas within the company only. From the generation of new ideas, marketing, and
the entire innovation process exclusively within a company (Fried, 2022). While the concept of
crowdsourcing is a specific model of open innovation that involves obtaining ideas, solutions, or
contributions from a large and diverse group of people, often through online platforms. It
harnesses the collective intelligence and creativity of the crowd to solve problems, generate
ideas or gather feedback. When dealing with open innovation and a crowdsourcing model the
following are some key concepts to keep in mind (Ciurea, Filip, 2019): idea generation—
creation of new ideas, collaboration with external partners, co-creation involves letting external
stakeholders have a say in the design development process, intellectual property management,
crowdsourcing platforms, challenges and competitions, open data and APIS, feedback and
iteration, community building and risk and reward sharing.

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 Figure 1: Open and closed innovation depiction.

By embracing open innovative ideas and implementation of crowdsourcing models,

companies can tap into a vast portfolio of external knowledge, accelerate innovation, and drive
meaningful engagement with stakeholders. In Activity 1: Fiat Mio, I will address the main focus
points as outlined in the table of contents.

SECTION 2: FOCUS POINTS

“Analyze the open innovation used by Fiat Mio. What evidence within the case study
indicates that Fiat Mio used this innovation? Discuss the evidence and justify why the
evidence indicates that it has open innovation features.”

Fiat Mio is known as a concept car developed by the Brazilian division of Fiat. From this case
study open innovation was incorporated within the ideas. The evidence that includes the
following ways open innovation was used:
1. The title itself suggests the adoption of open innovation principles. The term "crowd-
sourcing" refers to the practice of obtaining ideas and solutions from a large and diverse
group of individuals, typically through online platforms or other collaborative methods.
2. Collaboration with online community/members: Fait Mio involved an online community
in the design and development process, sharing their knowledge and gaining from

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 others. The case study mentioned that a website was created by fiat, and it was used for
collaborative purposes such as for the car’s design, features, and functionalities. From
this it’s noticed that this is an open innovation since external contributors are key
concepts to the idea.
3. High level of public engagement: In the introduction of the case study, it’s noted that
10,000 ideas and 45,000 comments were submitted from 17,000 internet users from
about 160 different nationalities by users through the website. This showed that Fiat
was serious about the involvement of external stakeholders in the innovation process.
The huge numbers suggest open and inclusiveness of the project.
4. Co-creation with stakeholders: stakeholders were involved in the actual design process.
Fiat held workshops and discussions with experts, suppliers, and customers, enabling
them to provide direct input and collaboration in shaping the final concept before it
became reality.
5. Open sourcing of design and technology: the design was open for all to use, modify and
bill upon. Even coming up with the name Fiat Mio (my Fiat) gave the product ownership
to stakeholders.

“What are the main differences between the crowdsourcing projects managed by InnoCentive
and Fiat Mio?”

The crowdsourcing projects managed by InnoCentive and Fiat Mio have some key differences.
The following are the main distinctions between InnoCentive and Fiat Mio.
1. Type of Crowdsourcing:
 InnoCentive: It is primarily devoted to scientific and technical challenges, making
it a global crowdsourcing platform. Through it, organizations looking for
innovative solutions can connect with a diverse network of experts.
 Fiat Mio: Fiat Mio's crowdsourcing project focused on the design and
development of a concept car. As part of the ideation and co-creation process, it

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 sought input from a wide range of stakeholders, including the general public,
suppliers, experts, and customers.
2. Objective:
 InnoCentive: InnoCentive aims to solve complex scientific, technical, and
business problems by leveraging the collective intelligence of a global network of
solvers. The focus is more on finding solutions to specific organizational
challenges.
 Fiat Mio: During Fiat Mio's crowdsourcing project, external stakeholders were
invited to participate in the creation of a concept car, gather ideas, and
participate in co-creation to shape the design, features, and functionalities.
3. Scope of Participation:
 InnoCentive: Typically, InnoCentive's solvers are experts in their respective fields
who actively participate in finding solutions to challenges posted on the
platform. Participation is more specialized and targeted at specific problems.
 Fiat Mio: Fiat Mio aimed to engage a broader audience, including the general
public, in contributing ideas and concepts for the car's design and features. The
participation was more open to diverse perspectives and involved stakeholders
with varying levels of expertise.
4. Collaboration Approach:
 InnoCentive: InnoCentive emphasizes collaboration between organizations and
individual solvers. It follows a structured process where organizations post
challenges, and solvers submit solutions based on their expertise. There is often
a reward or incentive for successful solvers.
 Fiat Mio: Fiat Mio adopted a more collaborative and co-creative approach. It
organized workshops, discussions, and interactions with stakeholders, including
customers, suppliers, and experts, to gather input, refine ideas, and collectively
shape the concept car. The focus was on engaging stakeholders in the design and
development process making users more involved in the process, this is
innovation at its finest.

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 5. Intellectual Property:
 InnoCentive: Intellectual property rights vary depending on the specific
challenge posted on InnoCentive. Organizations may choose to protect their
intellectual property and seek solutions without sharing proprietary information
openly.
 Fiat Mio: Fiat Mio took an open-source approach by releasing the car's design
and technology as open source, allowing public access to the design files and
technological specifications. It encouraged further collaboration and innovation
based on the released information.
The above differences stated above show the contrast approaches and objectives of a
crowdsourcing project managed by InnoCentive and Fiat Mio. Understanding the different
types of crowdsourcing plays a significant role with understanding how each organization
differs. The following diagram figure 2 displays the different types of crowdsourcing.

Figure 2: Different types of crowdsourcing (Corte, et. Al , 2023)

In my research it’s noted that the different types of crowdsourcing did indeed play a role in
both of these companies.

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“What types of innovation are addressed in this case study? There are four types of
innovation according to the classification in the Oslo Manual. Base your response on these
types and justify it.”
The Oslo Manual for the four types of innovation can be divided into two innovation types,
technical innovations that involves: Product innovation and Process innovation and non-
technical innovation that involves: Organizational innovations and Marketing innovation. The
following diagram displays this outlook in figure 2:

Figure 3: Chart classification of innovation by type according to the Oslo Manual (Ondrej, 2014)

1. Product Innovation: The case study of the Fiat Mio focuses primarily on product
innovation. The introduction of new or significantly improved goods or services in terms
of their traits, capabilities, or user experiences is referred to as product innovation. The
goal of Fiat Mio's crowdsourcing project was to jointly design and develop a concept car
with cutting-edge features, aesthetics, and functionalities. A focus on product
innovation can be seen in how stakeholders, such as the general public, suppliers, and
experts, contributed ideas and shaped the car's design and features.
2. Process Innovation: Although process innovation is not specifically mentioned in the
case study, it can be assumed that it played a role in the creation of the Fiat Mio. When
new or improved production, distribution, or service delivery techniques are used,
efficiency, cost-effectiveness, or quality are significantly increased. This is referred to as
process innovation. Although the case study lacks specific information about process
improvements, the open innovation strategy, and the participation of numerous
stakeholders in the design and development process raise the possibility that process
innovation may be able to successfully incorporate their contributions.

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 3. Organizational Innovation: Additionally, the case study contains aspects of
organizational innovation. Implementing new or significantly improved organizational
structures, business models, or management techniques to increase productivity,
flexibility, or competitiveness is known as organizational innovation. In the case of the
Fiat Mio, the use of an open innovation strategy that included an online community,
workshops, and stakeholder discussions exhibits an organizational innovation in terms
of how Fiat collaborated and engaged with outside parties during the development of
the concept car. The design and technology's open-source release demonstrates a
cutting-edge method of managing intellectual property and collaborating.
4. Marketing Innovation: The case study does not specifically address marketing
innovation, which entails the application of new marketing methods, techniques, or
strategies to improve market reach, customer engagement, or brand positioning. By
including customers in the co-creation process, Fiat Mio's crowdsourcing project may
have implications for marketing innovation, but the case study lacks specific information
on the marketing innovations used for the concept car.
In conclusion, the focus of the Fiat Mio case study is on product innovation as it relates
to the co-development and design of a concept car. Through the use of an open innovation
approach and the involvement of various stakeholders, it also contains organizational
innovation components. Although process and marketing innovations are not specifically
mentioned, they may have played a role to varying degrees in the creation and marketing of
the Fiat Mio, even though the case study does not go into great detail on these topics.

“If Fiat Mio was simply a prototype that would never be produced or marketed, what would
be the actual innovation?”

The actual innovation in this case would primarily fall under the heading of design
innovation if Fiat Mio was only a prototype that would never be produced or marketed
(IVPanda, 2023). Design innovation is the development and incorporation of fresh visual cues,
styling, and aesthetics into goods or services with the goal of enhancing appeal, differentiation,

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and the user experience. The innovation would be focused on pushing the limits of automotive
design, exploring novel concepts, and showcasing futuristic or unconventional ideas in the case
where the Fiat Mio remains a prototype without being commercialized. The Fiat Mio's open
innovation process, which involved input from stakeholders and co-creation, would still show
design innovation through collaboration and the fusion of various ideas and viewpoints.
The Fiat Mio prototype would be used as a platform to explore and present cutting-edge
design elements, technological advancements, and forward-thinking concepts by utilizing open
innovation to gather feedback from the general public, suppliers, experts, and other
stakeholders. It might seek to motivate and shape upcoming trends in automotive design or
serve as a spark for innovative ideas within the sector.
The Fiat Mio prototype can still contribute to design innovation by expanding the aesthetic
and conceptual possibilities within the automotive industry, even though it may not directly
affect product innovation, organizational innovation, or process innovation in the absence of
commercialization.

SECTION 3: CONCLUSION
In conclusion, these results lead to the conclusion that the Fiat Mio project effectively
demonstrated Fiat's capacity for innovation and responsiveness to changing market trends. The
project was positioned as a noteworthy example in the automotive sector due to its emphasis
on sustainability, stakeholder collaboration, and cutting-edge technologies. However,
overcoming obstacles and effectively addressing market dynamics would be necessary for the
Fiat Mio concept to ultimately succeed and become commercially viable.

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SECTION 4: BIBLIOGRAPHY
1. Dahlander, L., & Wallin, M. (2020, June 5). Why Now Is the Time for “Open
Innovation.” Harvard Business Review. https://hbr.org/2020/06/why-now-is-the-time-
for-open-innovation

2. Valentina Della Corte, Giovanna Del Gaudio, Iavazzi, A., & Savastano, I. (2013). Exploring

new marketing opportunities: crowdsourcing and its role in strategic and marketing

choices. 1–29.

3. CIUREA, C., & FILIP, F. G. (2019). Collaborative Platforms for Crowdsourcing and

Consensus-based Decisions in Multi-Participant Environments. Informatica Economica,

23(2/2019), 5–14. https://doi.org/10.12948/issn14531305/23.2.2019.01

4. Zizlavsky, Ondrej. (2014). An Analysis of Innovation Classification and Typology: A

Literature Review.

5. The power of open innovation: 8 best practices for driving business growth. (n.d.).

Www.linkedin.com. Retrieved June 25, 2023, from

https://www.linkedin.com/pulse/power-open-innovation-8-best-practices-driving-

business-growth/

6. Fried, B. (2022, August 16). Open Innovation vs. Closed Innovation. Www.lead-

Innovation.com. https://www.lead-innovation.com/en/insights/english-blog/open-
innovation-vs.-closed-innovation

7. Fiat Mio as a Collaborative Innovation - 860 Words | Case Study Example. (n.d.). Free

Essays. Retrieved June 26, 2023, from https://ivypanda.com/essays/fiat-mio-as-a-

collaborative-innovation/

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