Creating a culture for Open Innovation
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22 April 2010 S3908-P-082 v0.2 Cambridge University, IfM event : Implementing Open Innovation Ruth Thomson Paste an image over the circle and use ‘Send Backward’ tool 3 times OR delete the picture frame and the white square if no image is required. Creating a culture for Open Innovation - A view from 3 hats!
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How do you implement Open Innovation? This has been a focus of research at the IfM, Cambridge University. There are many factors that are important including skills, motivation, culture and procedures. This presentation addresses the 'culture' aspects of implementing Open Innovation.
Transcript of Creating a culture for Open Innovation
22 April 2010 S3908-P-082 v0.2
Cambridge University, IfM event : Implementing Open Innovation Ruth Thomson
Paste animage over the
circle and use ‘SendBackward’ tool 3 timesOR delete the pictureframe and the whitesquare if no image
is required.
Paste animage over the
circle and use ‘SendBackward’ tool 3 timesOR delete the pictureframe and the whitesquare if no image
is required.
Creating a culture for Open Innovation
- A view from 3 hats!
2 22 April 2010 S3908-P-082 v0.2
This was part of an event on Open Innovation organised by the IfM at Cambridge University – http://www.ifm.eng.cam.ac.uk/service/events/info/openinnovation.html
This talk was one of four talks looking at different aspects of implementing Open Innovation
– Developing an OI skill set
– Procedures for OI
– Creating a culture for OI
– Motivation in an OI environment
The event was based on work that has been done by the IfM on ‘How to Implement Open Innovation’ – more details at http://www.ifm.eng.cam.ac.uk/ctm/teg/openinnovation.html
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A view from 3 hats!
Innovations Leader – KER June ‘09
BizDev Consultant –consumer & security
June ’09
Visiting Industrial Fellow June ’09
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Definitions of ‘culture’
The totality of socially transmitted behavior patterns, arts, beliefs, institutions, and all other products of human work and thought.
…. The growing of microorganisms, tissue cells, or other living matter in a specially prepared nutrient medium.
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Agenda:
2.1 The OI team themselves
2.2 The OI team & the rest of the organisation
Context1
Creating a culture for Open Innovation 2
2.3 The OI team & the rest of the World!
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Kodak context
Kodak European Research - opened in Cambridge Jan 2006
Focus areas: Intelligent imaging and Printing & Patterning
MISSION
Search out excellent European science & technology of relevance to Kodak
Develop relationships with key centres of excellence - both industrial & academic
Build prototype systems to validate technology in a Kodak environment
Transfer technology to other Kodak R&D Labs and the Business Units
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Kodak External Alliances
Kodak European Research
CTO
Kodak Research Labs
Kodak Business Units
Kodak context
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Background to Cambridge Consultants
300 engineers, designers & scientists
Developing breakthrough products
Creating & licensing IP
Founded 1960, owned by Altran
Contract design & development house
Cambridge, UK & Cambridge MA
Specialists in innovation management, consumer products, medical technology, wireless, defence & security, transport, industrial products & systems, cleantech
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FAST product development – rapid time to market
Cambridge Consultants is an intermediary for Open Innovation, for example…
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+ Key function development – innovative step
Cambridge Consultants is an intermediary for Open Innovation, for example…
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Radical idea creation and evolution
Cambridge Consultants is an intermediary for Open Innovation, for example…
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Agenda:
2.1 The OI team themselves
2.2 The OI team & the rest of the organisation
Context1
Creating a culture for Open Innovation 2
2.3 The OI team & the rest of the World!
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The OI team themselves – the need for champions
Should we have an OI group of not?....
Kodak experience of forming the KER OI group…
who do you choose?
‘not invented here’
‘yet another buzz word’ / ‘we’ve been doing this for years’
difficulty recognising the need for change, and for THEM to change
lack of skills & confidence to work in this ‘new’ way
personality and skills
Observations on not forming an ‘OI group’…
‘It’s someone else's responsibility’ vs. ‘It’s everyone’s responsibility’
Group or no group, you NEED
OI champions
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The OI team themselves – make things different!
Helping them work in a new way – make things different!
Idea Gate 1 Stage 1 Gate 2 Stage 2 Gate 3 Stage 3
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The OI team themselves – make things different!
Helping them work in a new way – make things different!
Idea Gate 1 Stage 1 Gate 2 Stage 2 Gate 3 Stage 3
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The OI team themselves – encourage and recognise ‘OI’ behaviour
Helping them work in a new way - encourage and recognise ‘OI’ behaviour
Tuesday
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The OI team themselves – the importance of defined roles
Experience at Kodak…
recognition that OI requires a different skill set
– not everyone can, or SHOULD do the ‘external thing’
the enormous value of the ‘double act’ approach
The strength of the KEA team
Cambridge Consultants – same thing again…
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The OI team themselves – need for an acceptance of higher failure rates
Learn from venture capitalists
Stopping an idea isn’t failure
Learn from stopped ideas
Be ‘open’ internally about decision making
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The OI team themselves – make it easy for them; give them ‘tools’
KER and KEA Brochure
Standard external presentation
2-by-2 frameworks - TI strategy
…….
CTM – Kerr et al (2006)
Trawl
Mine Target
Scan
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The OI team and the rest of the company – I’m just a gate keeper!
Recognition that the ‘OI team’ must ‘sell’ internally…
– “I thought I was ‘Kodak’ but actually not…”
“I need to understand what technologies Kodak is interesting in…”
– How on earth do I find out what Kodak needs?!!!!”
– Attempted to do internal needs list….. ha!
– Changing, dynamic, different priorities, different personalities…
– Heavily sanitised external needs list
– It’s down to the individuals ...
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The OI team and the rest of your company
OI is a ‘contact sport’, inside and out – importance of point people
The importance of contextual / background understanding
– where has this idea come from?
• cultural awareness
• helps you recognise opportunities and real differentiation
Critical importance of senior sponsorship and commitment
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The OI team and the rest of the World! - you must be open too!
You WILL be Googled!
You and your organisation!
Think about how you are perceived
Be wary of assumptions
Use websites, presentations, brochures…to spread a consistent message and awareness of needs
Use Social Media…
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Agenda:
2.1 The OI team themselves
2.2 The OI team & the rest of the organisation
Context1
Creating a culture for Open Innovation 2
2.3 The OI team & the rest of the World!
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Any questions?
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Contact details:
Cambridge Consultants Ltd Cambridge Consultants IncScience Park, Milton Road 101 Main StreetCambridge, CB4 0DW Cambridge MA 02142England USA
Tel: +44(0)1223 420024 Tel: +1 617 532 4700Fax: +44(0)1223 423373 Fax: +1 617 737 9889
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