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It has been a while since Henry Chesbrough coined the term OpenInnovation and formulated it’s definition: “combining internal and external ideas as well as internal and external paths to market to advance the development of new technologies.” ” ( Chesbrough, 2003 ). Route 3: Spin-off.
Lego is now revered as one of the most innovative and successful companies in the world. But in 2003 the company was $800m in debt and on the verge of bankruptcy. The turn around in its fortunes has been spectacular. It is currently rated the number one toy company in the world and the world’s most powerful brand.
Companies working in isolation may miss out on the vast pool of external knowledge and innovative ideas that could propel them forward. The closed innovation model can result in slower innovation cycles, higher costs, and increased risk of obsolescence in a rapidly changing market. But what is openinnovation?
OpenInnovation (OI) refers to the practice of accelerating innovation by leveraging ideas and technologies from outside sources. Since the introduction of the term in 2003, OI has become a way of being for companies looking to keep an edge on the competition, from large corporations to small and medium size enterprises.
LEAD Innovation Management – an acclaimed Austrian firm specializing in corporate innovation – has transformed their extensive LEAD user network into a digital crowdsourcing platform using Qmarkets’ software. LEAD Innovation Management is the first provider of the LEAD User Method in the German-speaking world.
O'Sullivan, 2003). In a whitepaper , leading global strategic management consulting firm CIMdata categorizes Enterprise Innovation Management (EIM) solutions into three classes: CLASS 1 (Innovation Engagement) solutions. openinnovation contests, co-creation). CLASS 2 (Innovation Guidance) solutions.
“IMS are action-based, goal-centered, and results-oriented applications that adopt a process-based life-cycle approach to facilitate heterogeneous teams’ collaborative efforts in managing innovations, including inception, realization and commercialization.” (L Dooley and D. O'Sullivan, 2003). openinnovation contests, co-creation).
“Not all smart people work for you,” begins Henry Chesbrough’s classic 2003 HBR article on the merits of openinnovation. Firms must find a way to tap into external knowledge and ideas to innovate. Today, this premise is the basis for crowdsourcing, crowdfunding, open source development, and more.
For those who believe in the promise of openinnovation, the 2009 startup Quirky was an exceptionally exciting company. As proponents of openinnovation, we have examined Quirky’s initial failure in great detail (the company relaunched earlier this year). Marrion Barraud for HBR. Target, Walmart).
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