Exploiting Open

Innovation and
Collaboration
P R E S E N T E D B Y:
J O L LY M A R K V. J U L I A N E S
Exploiting Open Innovation and
Collaboration
Course Outline
Joint Ventures and Alliances
-Why Collaborate?
-Patters of Collaboration
Collaborating with Suppliers to Innovate
User-Led Innovation
Benefits and Limits of Open Innovation
Joint Ventures and Alliances
Why Collaborate?
•To reduce the cost of technological development or market entry.
•To reduce the risk of development or market entry.
•To achieve scale economies in production.
•To reduce the time taken to develop and commercialize new
products.
•To promote shared learning.
Joint Ventures and Alliances
Forms of Collaborations
Joint Ventures – takes the form of an agreement between two or more
firms to co-develop a new technology or product
Research Consortia – tend to focus on more basic research issues,
strategic alliances involve near-market development projects.
Strategic Alliance – typically has a specific end goal and timetable, and
does not normally take the form of a separate company
Co-Option Alliance – critical mass is achieved through temporary
alliances with competitors, customers or companies with complementary
technology, products or services.
Co-Specialization - partners bring together unique competencies to
create the opportunity to enter new markets, develop new products or
build new businesses.
Joint Ventures and Alliances
Patterns of Collaboration
• Engage in shared Adaptive Action - Sharing work in a team is about
sharing decision making and expertise to plan the next wise action.
• Grant and generate voice - In collaborative work, team members
engage with each other to understand the work to be done, to
negotiate differences that matter, and to take wise action toward
greater whole system functioning.
• Give and take productively - Each individual in a team brings unique
information and perspective to the work to be done.
• Share access to resources - Collaboration calls for equitable access
among the collaborators. Whatever they need—information, fiscal or
material resources, time, influence—has to be distributed across the
whole in equitable and accessible ways.
Collaborating with Suppliers to
Innovate
Suppliers can add value at all stages of the innovation process.
They enable companies to better define the right innovation
strategy by providing insights on technology dynamics, can add
their own ideas to the innovation portfolio and help to evaluate
and improve existing ideas.
Collaborating with Suppliers to
Innovate
• Have an Innovation Strategy and
Staying Focused
To keep the organization focused,
executives must identify innovation
priorities and objectives for each of
their product categories.
Collaborating with Suppliers to
Innovate
• Define Goals and Values
Your procurement organization
should seek to create
collaborative innovation with
suppliers that share similar
corporate goals and values.
Collaborating with Suppliers to
Innovate
• Practice Compliance,
Governance, and Performance
Evaluation
In order to build a solid line of
trust with suppliers, you need to
create a relationship of give and
take.
Collaborating with Suppliers to
Innovate
• Putting Trust in Supplier Competencies
Your suppliers are experts in their fields, and you’re
most likely not their only client. Communicate with
your key suppliers, and encourage them to create
supplier-enabled innovation.
User-Led Innovation
User-led innovation is a concept used in creating various
innovative products and services through user involvement within
different industries. Involving users in the innovation process in
order to assess to their problems and needs can help develop
potential and successful future products. (Bisgaard & Høgenhaven
2010)
User-Led Innovation
The users may have different roles in the innovation process. For
example, Gristock (2008) has identified the following categories
• Users as sources of ideas
The ability of firms to engage users in the initial phases of idea
generation.
• Users changing products:
Firms utilize user experiences to extend the range of products or
incrementally to innovate a product to satisfy consumers’ needs.
User-Led Innovation
• Users changing services
Firms utilize user experiences to extend the range of services or
add an innovate service to satisfy consumers’ needs.
• Users interacting via open systems
In the open systems, the users interact and share perspectives,
and organisations can benefit from the users’ insights and
feedback in order to serve them with relevant outcomes.
Benefits and Limits of Open Innovation
Open Innovation was defined
as the use of purposive inflows
and outflows of knowledge to
accelerate internal innovation,
and expand the markets for
external use of innovation,
respectively (Henry
Chesbrough, 2003).
Benefits and Limits of Open Innovation
Benefits and Limits of Open Innovation
Benefits of Open Innovation
• Creating new products and services
• Building a strong community
• Staying ahead of the competition
• Keeping your employees engaged
• Innovation risk reduction
Benefits and Limits of Open Innovation
Limits of Open Innovation
References
http://fujifilm.com.ph/en/Innovation/Open-Innovation/
https://www.innoget.com/open-innovation-definition
https://timreview.ca/article/980
USER-LED INNOVATION - ELENA CASPRINI, ALBERTO DI MININ,
MARAL MAHDAD, GER POST
https://www.linkedin.com/pulse/securing-growth-supplier-collaborative-
innovation-steffani/
https://medium.com/@KodiakRating/4-must-knows-to-create-
collaborative-innovation-with-suppliers-9a917f493334