Innovation Society Online
Open Innovation -- Notes and Tips from SDForum's Sept. 18 event
Folks --
Much was heard (and a few things not quite heard, due to a quiet microphone!)
at SDForum's excellent gathering last Friday.
Below, find a few notable take-aways that I recorded.
If you are interested in the topic of Open Innovation, then also try to catch Richard Dasher's event at Stanford on September 24th.
Cheers,
Sue
From "Nokia Research Center" speaker, John Shen:
- Innovation insights from the Traffic Works project of this young lab include:
- People: Diversity and Agility is key; Experimental orientation
- Culture: Innovation happens bottom-up; Autonomy and serenditpity are key
- Vision: Use-driven, not tech-driven
Also Profound goals and philanthopic motives energize people; strong sense of destiny is key
From "HP Labs" speaker, Rich Friedrich:
- $1B business is not financially interesting to a company as large as HP; this is a challenge
- goal is to nurture the next-generation breakthroughs
- they invite innovative thinking in "Open global calls" on targeted themes
- HP Labs gives out Innovation Research Awards.
In 2009, 60 awards, to 46 universities in 12 countries
It's about: How do you explore ideas that will take a long time?
- some innovation can be only achieved with broad-scale collaboration.
E.g. "Open Cirrus" is an Open Cloud Computing Research Test Bed.
Collaboration is between HP/Intel/Yahoo!: no one can exercise this on a large enough scale alone
- what works well:
Content expertise of companies +
Research know-how of Universities +
Enlightened funding of government.
Singapore and China are doing this; we need to, too.
- We need to break through a model where potato-chips and micro-chips seem like near-equal priorities
- Lessons:
- developing a legal agreement that everyone can agree on, is a tall order
- partnerships must share the risks, or the collaboration will fail
- complemetary expertise and experience is key
- other industries offer new perspectives
- have clear requirements and dependencies
- start small
- need real content (i.e. tech papers, not powerpoint slides)
- IP terms must be reasonable. "Yours, mine, ours" model
- the "short-term" attitude that prevails is often the largest hurdle ;
The short-term drive of Wall Street is really hard on innovation
From "IBM Venture Capital Group" speaker, Debra Magrid:
- Cannot get through the downturn alone
- Innovation is the intersection of business and technology
- people and the institutions they operate in is what makes innovation possible.
FLOW is what creates innovation; complex interaction amond the actors in the systems.
Through these relationships, is how innovation is achieved.
(Hank Chesbrough further developed the idea of diverse roles in the eco-system)
- Managing assets in complex systems, can go horribly, or brilliantly
Challenged Example: High Def. technology -- developed 20 years ago, but there was no infrastructure. Took 20 years, because players didn't know how to manage relationships across diverse businesses, and how to integrate across complex systems.
To be successful, need to be Explicit (WHO are the players, WHAT has to happen; create PROCESS to manage).
Successful example: Open Source: multiple models; began in Academia and spread, through the internet, to include corporations and others.
- IBM runs a wide variety of targeted Open Innovation initiatives;
Examples: SMARTER planet: (convergence of phys. and IT worlds), IBM/VC ommunity ("give to get" model)
- In times like these, remember to "Stay Calm and Carry On".
This is from a war-time poster in Europe in the 40's, but it applies now.
One extension to this thought: You can remain calm by your self, but
you can only carry on through cooperation.
- Innovation tool that would be most helpful: an information analysis-type tool (there are so many people/relationships, and so much information, and still so much is not known.)
From "EMC" speaker, Sheryl Chamberlain:
- Hosting a very large Open Innovation conference in India
- focus is TCE -- Total Customer Experience
- Customer Touch Points are key:
creating them, bringing partners into contact with customer touchpoints beyond the specifically targeted collaboration plan
- hosts speakers -- practitioners of grssroots innovation.
"Some are no well know, but they are importiant" people:
Examples: Scott Gilber (Collaboration Games); Rich Bess of Adobe; Richard Dasher of Stanford, Nilofen Merchant of Rubicon Consulting; Geoff Puckett ("Passion as a career"), and Howard Schiff of Vitamin Angels.
From "Gathering 2.0" speaker, Suzanne Harrison:
- If you want to work with large companies, you need great partnering skills. Collaboration is a complex skill, and it changes the control in a fundamental way
- plan for your partnership divorce before you get married. Otherwise you will divorce for sure
- Don't plan for Open Innovation to reduce costs. It does result in fewer staff, but there are many travel expenses and legal fee's
- An Open Innovation program needs top-down support, or it'll be nothing more than a temporary program, and it will die
From "Inflection Point Group" speaker, Ron Laurie:
- Increasingly, in M/A situations, a valuable patent portfolio is key. IP is starting to become a requirement for acquisition, though it was not in the past.
- Technology often gets stranded. New forms of Open Innovation can help, e.g. spin out a technology quicky, so the investment exit can happen. Then auction off rights to many different non-overlapping uses.
From "Tynax" speaker, David Smith:
- Patent sales -- no lack of buyers for patents, but effective matching difficult and key
- There is no way to bring things to market. This is a process that has never worked well, but it is not working at all now (e.g. no IPOs). Hopefully, we'll get some new thinking out of this recession
From "DLA Piper" speaker, Mark Radcliffe:
- Failing well can lead to a later success
- copyrights model is different from country to country, so need a global protection strategy
From "Wired Digital" speaker, Priya Ganapati:
- IBM and Intel are doing some necessary research that no one else is doing. She'd like to see more of it.
- HP is providing grants to universities, to do research in targeted areas. She' d like to see more of that.
Much was heard (and a few things not quite heard, due to a quiet microphone!)
at SDForum's excellent gathering last Friday.
Below, find a few notable take-aways that I recorded.
If you are interested in the topic of Open Innovation, then also try to catch Richard Dasher's event at Stanford on September 24th.
Cheers,
Sue
From "Nokia Research Center" speaker, John Shen:
- Innovation insights from the Traffic Works project of this young lab include:
- People: Diversity and Agility is key; Experimental orientation
- Culture: Innovation happens bottom-up; Autonomy and serenditpity are key
- Vision: Use-driven, not tech-driven
Also Profound goals and philanthopic motives energize people; strong sense of destiny is key
From "HP Labs" speaker, Rich Friedrich:
- $1B business is not financially interesting to a company as large as HP; this is a challenge
- goal is to nurture the next-generation breakthroughs
- they invite innovative thinking in "Open global calls" on targeted themes
- HP Labs gives out Innovation Research Awards.
In 2009, 60 awards, to 46 universities in 12 countries
It's about: How do you explore ideas that will take a long time?
- some innovation can be only achieved with broad-scale collaboration.
E.g. "Open Cirrus" is an Open Cloud Computing Research Test Bed.
Collaboration is between HP/Intel/Yahoo!: no one can exercise this on a large enough scale alone
- what works well:
Content expertise of companies +
Research know-how of Universities +
Enlightened funding of government.
Singapore and China are doing this; we need to, too.
- We need to break through a model where potato-chips and micro-chips seem like near-equal priorities
- Lessons:
- developing a legal agreement that everyone can agree on, is a tall order
- partnerships must share the risks, or the collaboration will fail
- complemetary expertise and experience is key
- other industries offer new perspectives
- have clear requirements and dependencies
- start small
- need real content (i.e. tech papers, not powerpoint slides)
- IP terms must be reasonable. "Yours, mine, ours" model
- the "short-term" attitude that prevails is often the largest hurdle ;
The short-term drive of Wall Street is really hard on innovation
From "IBM Venture Capital Group" speaker, Debra Magrid:
- Cannot get through the downturn alone
- Innovation is the intersection of business and technology
- people and the institutions they operate in is what makes innovation possible.
FLOW is what creates innovation; complex interaction amond the actors in the systems.
Through these relationships, is how innovation is achieved.
(Hank Chesbrough further developed the idea of diverse roles in the eco-system)
- Managing assets in complex systems, can go horribly, or brilliantly
Challenged Example: High Def. technology -- developed 20 years ago, but there was no infrastructure. Took 20 years, because players didn't know how to manage relationships across diverse businesses, and how to integrate across complex systems.
To be successful, need to be Explicit (WHO are the players, WHAT has to happen; create PROCESS to manage).
Successful example: Open Source: multiple models; began in Academia and spread, through the internet, to include corporations and others.
- IBM runs a wide variety of targeted Open Innovation initiatives;
Examples: SMARTER planet: (convergence of phys. and IT worlds), IBM/VC ommunity ("give to get" model)
- In times like these, remember to "Stay Calm and Carry On".
This is from a war-time poster in Europe in the 40's, but it applies now.
One extension to this thought: You can remain calm by your self, but
you can only carry on through cooperation.
- Innovation tool that would be most helpful: an information analysis-type tool (there are so many people/relationships, and so much information, and still so much is not known.)
From "EMC" speaker, Sheryl Chamberlain:
- Hosting a very large Open Innovation conference in India
- focus is TCE -- Total Customer Experience
- Customer Touch Points are key:
creating them, bringing partners into contact with customer touchpoints beyond the specifically targeted collaboration plan
- hosts speakers -- practitioners of grssroots innovation.
"Some are no well know, but they are importiant" people:
Examples: Scott Gilber (Collaboration Games); Rich Bess of Adobe; Richard Dasher of Stanford, Nilofen Merchant of Rubicon Consulting; Geoff Puckett ("Passion as a career"), and Howard Schiff of Vitamin Angels.
From "Gathering 2.0" speaker, Suzanne Harrison:
- If you want to work with large companies, you need great partnering skills. Collaboration is a complex skill, and it changes the control in a fundamental way
- plan for your partnership divorce before you get married. Otherwise you will divorce for sure
- Don't plan for Open Innovation to reduce costs. It does result in fewer staff, but there are many travel expenses and legal fee's
- An Open Innovation program needs top-down support, or it'll be nothing more than a temporary program, and it will die
From "Inflection Point Group" speaker, Ron Laurie:
- Increasingly, in M/A situations, a valuable patent portfolio is key. IP is starting to become a requirement for acquisition, though it was not in the past.
- Technology often gets stranded. New forms of Open Innovation can help, e.g. spin out a technology quicky, so the investment exit can happen. Then auction off rights to many different non-overlapping uses.
From "Tynax" speaker, David Smith:
- Patent sales -- no lack of buyers for patents, but effective matching difficult and key
- There is no way to bring things to market. This is a process that has never worked well, but it is not working at all now (e.g. no IPOs). Hopefully, we'll get some new thinking out of this recession
From "DLA Piper" speaker, Mark Radcliffe:
- Failing well can lead to a later success
- copyrights model is different from country to country, so need a global protection strategy
From "Wired Digital" speaker, Priya Ganapati:
- IBM and Intel are doing some necessary research that no one else is doing. She'd like to see more of it.
- HP is providing grants to universities, to do research in targeted areas. She' d like to see more of that.
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