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7 Steps For Open Innovation
7 Steps For Open Innovation
www.15inno.com
stefanlindegaard@me.com
Twitter: @lindegaard
Get in touch!
www.15inno.com
stefanlindegaard@me.com
@lindegaard
7 Steps for
Open Innovation
1. Common Language and Understanding, Motivation,
Mandate and Strategic Purpose
2. Assets and Needs
3. Value Pools and Channels
4. Internal Readiness
5. External Readiness
6. New Skills and Mindset
7. Communications Strategy
Faster pace, shrinking window of opportunity,
less time for cash cows
Be competitively unpredictable
INTER-
PUBLIC
MEDIARIES
WORK
Social media is key for crowdsourcing
1. Develop a community
2. Make it work in chosen area (vehicles)
3. Move into other industries (complex
mechanical devices)
21
Source: Open Innovation Executive Survey Frauenhofer and UC Berkeley
Source: Open Innovation Executive Survey Frauenhofer and UC Berkeley
Source: Open Innovation Executive Survey Frauenhofer and UC Berkeley
Source: Open Innovation Executive Survey Frauenhofer and UC Berkeley
It’s about execution!
www.businessmodelsinc.com
Business plan competitions dig deep in the
drawers, uncover white space opportunities…
Competitors Inventors
“This is important. Most big companies have 8, 10
or perhaps even 12 different external value pools
that they can look into.
However, even companies that are doing well with
open innovation are generally not capable of
working with more than two to four value pools at
the same time.”
- Stefan Lindegaard
A quick and dirty
exercise…
• Write down a list of your
current and potential value
pools
• Which of them are the
most important? Rate their
importance on a 1-10
scale. Why this grade?
• Rate your current efforts
on the top 5 rated value
pools on a 1-10 scale
“More companies should ask themselves what it
takes to become a preferred partner of choice
within their innovation ecosystems.
They will discover that building the foundation and
creating the perception are equally important.”
- Stefan Lindegaard
Build the
foundation
• You cannot build a strong
reputation and a perception
of being a preferred partner
if you do not have the
infrastructure in place to
deliver on your open
innovation efforts.
Entrepreneur Consortia
Day
Supplier
Summit
Campaigns MyStarbucks
(Comm / Public) Idea.com
Smartfailing
Stage 2: Denial
Stage 4: Depression
Stage 5: Acceptance
Be competitively unpredictable
Psion
• Biggest obstacle? Getting partners to
understand the full scope of our efforts
Solution? We brought all partners together
• Communication messages were focused on an
industry opportunity; not just a Psion initiative
Some thoughts
on trust
• What does it take for you to trust others? What
can you do to convince others to trust you?
• Trust is a personal thing; it is first and foremost
established between people and then perhaps
between organizations
• Transparency is essential to trust. Without
transparency, trust will not take root
Trust barriers in
your ecosystem
• Most organizational structures foster an internal
rather than an external perspective
• Partners are viewed as someone paid to deliver
a service rather than a source of co-creation
• Most companies are more focused on protecting
own knowledge and intellectual property rather
than opening up and exploring new opportunities
• Forging strong relationships takes time and
personal commitment
“There are a number of elements that are critical
in building a successful innovation partnership,
but the key is for everyone to be the partner
they’re looking for.”
- Chris Thoen, former Managing Director,
Global Open Innovation Office at P&G
Good advice from
Chris Thoen
• Don’t think in terms of one-off deals
• Unless win-win is the mentality, there are no
wins in the long run
• Grow the total pie versus growing your piece of
the pie
• Be up front and transparent
Step 6: New Skills and Mindset
Think / Reflect
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Innovation is a team sport. To which extent do
these statements resonate with you.
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Companies need to upgrade their innovation
capabilities. How relevant are these
initiatives and activities for this?
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No networking culture? No innovation culture!
- future winners get communities to work!
Networking efforts require direction, training and
time. Few executives get this.
Horizontal: disposition for
collaboration across disciplines
stefanlindegaard@me.com / @lindegaard