12/11/2012 - 09:30

1. 12/11/12
Open
innova-on:
1.
Do
you
have
to
be
involved
in
The
past,
the
present
and
the
future
NPD
/
NBD?
Prof.
Dr.
Wim
Vanhaverbeke
Hasselt
University
ESADE
Business
School
Na-onal
University
of
Singapore
Open
Innova*on
Seminar
Sao
Paulo
–
November
12,
2012
Should
we
refocus
OI
Open
Innova-on:
View
in
2003
to
make
it
more
relevant?
Other firm´s
market
Our new
• Tradi-onally:
License, spin
out, divest market
– Technology
driven,
and
applicable
to
large
Internal
advanced
MNEs
(Xerox)
technology base
– Focus
on
the
innova-on
funnel:
• Focus
on
new
product
development
• How
external
partners
help
improve
our
internal
NPD?
Internal/external Our current
• How
our
technology
can
be
mone-zed
by
licensing
out
venture handling market
or
spinning
off
our
technology?
External technology
insourcing
External technology base
Source:
Bengt
Järrehult
based
on
Chesbrough
Should
we
refocus
OI
Broadening
the
scope
to
make
it
more
relevant?
• Tradi-onally:
• OI
when
it
is
not
related
to
your
NPD:
– Technology
driven,
and
applicable
in
large
advanced
MNEs
(Xerox)
– You
are
a
service
company
with
no
technical
– Focus
on
the
innova-on
funnel:
exper-se
• Focus
on
new
product
development
–
SME
with
insufficient
technological
exper-se
• How
external
partners
help
improve
our
internal
NPD?
• How
our
technology
can
be
mone-zed
by
licensing
out
or
–
Government
agency:
spinning
off
our
technology?
• Nasa:
new
technologies
may
help
you
a
lot
in
your
mission
as
space
agency
• How
relevant
is
that
for
your
company
?
• Do
you
have
a
staged
gated,
open
innova@on
• Insourcing
knowledge
of
others
in
an
indirect
NPD
process?
way
through
an
open
business
model
(OBM)
1

2. 12/11/12
• KLM
Royal
Dutch
Airlines,
the
North
Sea
Group
and
Spring
Associates
joined
forces
and
founded
SkyNRG
in
Nov
2009.
• Goal:
to
help
create
and
accelerate
the
development
of
a
market
for
sustainable
jet
fuel
(safe,
sustainable
and
affordable)
&
avoid
large
price
swings
in
petro-­‐based
kerosene
• Crea-ng
a
viable
market
for
sustainable
jet
fuels
for
avia-on
can
only
be
achieved
by
combining
exper*se
and
experience
in
the
fields
of
air
transport,
product
knowledge,
R
&
D,
regula*on
and
effec*ve
sustainability
criteria
• SkyNRG
is
the
hub
firm
in
the
ecosystem
Only
for
large
companies?
Financial
• Is
innova-on
ecosystem
building
only
for
large
world
(VCs…)
companies
such
as
KLM?
• No,
Curana
is
highly
successful
and
has
only
25
employees
Biofuel
Airline
value
SkyNRG
industry
chain
KLM’s
value
driver?
Open
innova*on:
KLM
profits
as
a
SkyNRG
sets
up
the
customer
of
a
avia-on
biofuel
value
steady
supply
of
chain
and
drives
the
Govern-­‐
sustainable
and
accelera-on
of
joint
mental
agencies
affordable
biofuel
technological
innova-ons
between
partners
Curana
Curana:
combining
innovaEon
and
industrial
design
• The
old
situaEon:
– Steel
mudguards
and
fenders
– Belgium
as
market
(10
million
inhabitants)
– Family
owned
business
• Challenge:
– Growing
economies
of
scale
and
globaliza-on
of
the
industry
– Strategic
change:
• differen-a-on
through
innova-on
• or
price
compe--on
with
low-­‐cost
import
11
2

3. 12/11/12
Curana:
Curana:
innovaEon
combined
with
B"Lite
:
Mudguard
of
Curana
industrial
design
in
low-­‐tech
markets
• Open
innovaEon:
– combina-on
of
internal
and
external
knowledge
• external
design
company
• polymer
extrusion
manufacturer
• Mold
makers
• Material
suppliers
• …
– Lead-­‐users
(bicycle
manufacturers)
promised
to
buy
B”Lite
via
an
exclusive
deal
which
is
limited
in
-me
(Batavus
and
Sparta)
12/11/12
Wim
Vanhaverbeke
13
Curana:
Curana:
Spectacular
results
a
small
company
in
transformaEon
OEM
>
ODM
>
OSM
>
OBM
Original
Original
Original
Original
Equipment
Design
Strategic
Brand
Manufacturer
Manufacturer
Management
Management
•
price
pressure
•
price
sejng
•
vision
driven
•
Image
driven
•
technology
driven
•
design
driven
•
proac-ve
design
•
Reliability
&
•
no
added
value
•
added
value
solu-ons
authen-city
•
Innova-ve
•
Market
pull
from
customers
12/11/12
Wim
Vanhaverbeke
15
12/11/12
Wim
Vanhaverbeke
17
How
innovaEon
is
processed
at
Curana?
Curana’s
innova-on
ecosystem
Design
Polymer
extruder
Bicycle
Technical
ExploraEon
PromoEon
manufac-­‐
centers
Curana
turers
Steel
and
Exclusive
deal
with
market
a
customer
for
a
Open
innova*on?
knowledge
par-cular
accessory
Innova-on
capability
Does
this
always
is
in
the
network.
work?
Material
Managing
the
network
suppliers, Design
RealizaEon
for
innova-on
moldma-­‐ offices
kers,
etc
12/11/12
Wim
Vanhaverbeke
18
3

4. 12/11/12
MagIQ
ApplicaEon:
bags
Curana magIQ - Fidlock GmbH 02/11/12 16:05
A
new
standard
to
fix
what
you
need
where
Deutsch
you
need
it
on
your
bPRODUCTS APPLICATIONS COMPANY
HOME NEWS
ike
CONTACT
MagIQ
Stadthelm / ABUS
Curana magIQ
Fastener: SNAP
Application: Bike luggage system
Sammies by Samsonite Manufacturer: Curana
Product name: magIQ
Salomon SAS
Porsche Design Sport /
Bag
With the magIQ system, Curana has Innovation based on Fidlock technology
Porsche Design Sport / developed a solution for attaching items of
Boot luggage and accessories to bicycles at the With product characteristics such as fast, secure attachment
place they are actually needed. The and detachment in addition to simple one-hand operation,
the Fidlock SNAP fastener forms the core of the magIQ
innovative bike luggage system thereby offers system. It has allowed Curana to develop a completely new
cyclists completely new possibilities for easy and highly flexible "luggage concept" for bicycles that makes
attachment and detachment of panniers, for an improved biking experience – in keeping with Fidlock's
lights, air pumps, locks and flasks. "Fun + Function" Principle.
Find more information at: www.curana.com
Application areas
Secure attachment with a simple "snap"
Fitting
The magIQ system from Curana allows you to secure
OI
is
relevant
luggage and biking accessories to the bicycle with a quick Material/colour
"snap" – and to detach them again with ease. The clever
"luggage concept" is based on the Fidlock SNAP male fix Other features
Broadening
open
innovaEon
and SNAP male retractable fastener as well as the Fidlock
when
your
products
are
commodi-es
SNAP female pull and SNAP female push, which are highly
secure and easy to use. Thanks to the proven Fidlock
Principle that combines a magnetic fastener with a Products
mechanical snap fastener, items of luggage practically
• Petrobras
pumps
crude
oil
from
wells
and
produces
http://www.fidlock.com/en/applications/curana-magiq.html Page 1 of 2
• Past
• Future
petro
products
(commodi-es)
– NDP
/
NBD
as
applica-on
of
OI
– All
value
drivers
can
be
a
reason
to
develop
OI
• Product
innova-on
is
not
a
value
driver
– The
firm
should
not
be
an
– The
firm
is
an
innova-ng
• Effec-veness
in
oil
well
explora-on
and
extrac-on
is
company
(only
hi-­‐tech)
innovator,
any
company
can
be
an
ins-gator
of
OI
a
major
value
driver
– Involve
a
network
of
partners
– One
on
one
(inside
out
and
in
an
ecosystem
• Set
up
a
collabora-ve
innova-on
ini-a-ve
outside
in)
– OI
comes
in
indirectly
through
(ecosystem)
with
Schlumberger
and
others
to
– OI
is
not
related
to
a
business
OBM
model
advance
their
technology
in
order
to
find
the
best
– Manage
individual
rela-ons
– New
role
of
ecosystem
orchestrator
wells
earlier
than
compe*tors
and
to
extract
those
– Need
new
management
wells
in
ways
not
known
today.
processes
to
make
a
ecosystem
successful
(N
&
S,
2010)
– Co-­‐innovator
risk
&
technology
adop-on
risk
(
Adner,
2012)
3
examples
• Printed
Pringles
at
P&G
2.
Embed
OI
always
in
a
firm’s
• P&G
wrote
a
public
brief
describing
the
technical
problem
to
be
solved
and
sent
it
out
worldwide.
A
professor
in
Bologna
had
inherited
a
bakery.
He
had
dabbled
with
the
equipment
and
created
an
edible
food
dye
that
strategy!
could
be
printed
on
cakes
and
cookies.
P&G
licensed
the
IP
from
him
and
launched
Pringles
Prints
in
eight
months
(compared
to
spending
one
year
just
discussing
IP
with
the
large
company).
Within
one
year,
the
new
product
grew
P&G’s
revenues
14%.
(Larry
Huston
-­‐
P&G)
• Pringles’
sales
total
about
$1.5
billion
annually.
• 14%
=
$
210
million
• P&Gs
revenues
2011:
$
82.6
billion
• Pringles
sold
to
Kellogg
in
2012
4

5. 12/11/12
3
examples
3
examples
• Swiffer
duster
• DSM
• UniCharm
(Japan)
had
the
technology
and
product
but
not
– Dutch
performance
chemicals
company
(8
bill
the
distribu-on
power
to
sell
the
product
worldwide
euro
revenues)
• P&G
had
the
distribu-on
ower
– Open
innova-on
also
in
long
term
development
• Licensing
deal
to
sell
the
Swiffer
duster
outside
Japan
of
growth
plavorms
• Bio-­‐based
Products
&
Services
• Biomedical
Materials
• Advanced
Surfaces
DSM’s
targets
EBAs
at
DSM
IntegraEon
of
OI
with
business
and
Open
innova-on
as
part
of
the
overall
corporate
strategy
strategy
execu-on
• What
is
the
value
of
OI
examples
for
companies?
•
•
Start
from
a
corporate
growth
strategy
What
are
the
long
term
growth
areas?
Why
Stretch
the
ambiEon?
• Which
technologies
do
you
need,
and
which
are
no
longer
Defining
the
targets.
crucial
Want
Which
capabiliEes
do
we
need
to
deliver
the
innova-ons?
• How
to
get
these
new
technologies
/
competencies.
Who
to
partner
with?
Ideas
Management
in
rela-on
to
• Define
alliance
targets
and
build
the
rela-onship
Find
defined
needs
ScouEng
for
capability
providers
– Different
for
LT
growth
through
NBD
or
ST
product
improvements
Define
business
goals
of
alliance
and
likely
– Different
types
of
partners
– Different
types
of
involvement
and
risk
taking
Get
alliance
type.
Approach
&
build
deal
quickly
or
separate
Source;
Adapted
from
– Different
teams
and
team
members
Slowinsky
&
Sagal,
2010,
Manage
Manage
delivery
incl.
rela-onship.
RTM,
September-­‐October,
38-­‐45
Project
management
5

6. 12/11/12
Open
innova-on
and
branding
• Does
your
firms
have
brands?
• Did
you
ever
think
how
openness
can
help
you
3.
Apply
open
innova-on
in
in
advancing
sales
of
exis-ng
brands
or
how
rela-on
to
other
assets!
to
build
new
ones?
• Open
innova-on
can
/
has
to
be
smoothly
The
case
of
branding
integrated
in
these
new
branding
strategies
• We
use
a
con@nuum
from
closed
to
open
focusing
on
examples
of
Unilever
License
scheme
of
Bekaert
&
ConEnental
(technical
standards)
100%
60%:
compensa*on
for
licensing
ac*vi*es
40%
100%
0%
Bekaert
Con-nental
x
%
5.
Open
innova-on
and
IP
Other
Other
suppliers
2x
%
clients
Proposal:
• X = …% of net sales value of supplied product
• Supplier collects royalties
• Cross-license agreement between client and supplier implying:
• Bekaert to supply "other clients" at X%
• "Other suppliers" to supply the Continental at X%
• Bekaert grants sublicenses to "other suppliers". The latter can supply to
"other clients" at 2X%
IP
policy:
IMEC’s
posi-on
in
the
technology
life
cycle
IP
policy:
IMEC
Industrial
AffiliaEon
Program
Collaborative research Own Research • What
– R&D
coopera-on
in
generic
technologies
– Strategic
program
develop
by
IMEC
and
executed
in
IMEC
– IIAP
partners
send
guest
researcher(s)
to
IMEC
• Advantages
–
Sharing
costs,
risks,
research
infrastructure,
IP
–
IIAP
partners
get
access
to:
-­‐
IMEC’s
background
knowledge
-­‐
selected
results
of
other
partners
in
IIAP
embryonic potential growth mature declining/
obsolete
–
bilateral
contract
within
the
framework
of
IIAP
• Leverages
technology life cycle
–
resources
generic application –
knowledge
technology oriented –
cross-­‐fer-liza-on
of
research
of
different
partners
–
shortening
-me
to
market
potential
6

7. 12/11/12
IP policy:
IAP – Generic framework
common IP (R1 - R1*)
co-owned – non-exclusive license partner IP (R2)
exclusive license
partner A
6.
Technology
markets
partner B
and
the
role
of
innomediaries
IMEC
partner … IIAP
background IIAP
knowledge foreground
knowledge
IMEC IP (Ro) partner C
non-exclusive
licensing
knowledge developed
within the program
Shi]ing
roles
and
the
emergence
of
Shi]ing
roles
and
the
emergence
of
(intermediate)
technology
markets
(intermediate)
technology
markets
Running
business
Running
business
Industrial
Research
Technology users
Industrial
• TTO
Research
• External CV
Growing
• Public / private research institutes
• OI campus: HTC, Chemelot, etc…
Gap
• Markets for technology: Yet2.com,
Innocentive, Ninesigma
• OI services: IDEO, BIG, …
Developments
in
Developments
in
Science
&
Technology
Science
&
Technology
Technology suppliers
Source: Adapted from Jos Put - DSM Source: Adapted from Jos Put - DSM
OI
and
technology
markets
Role
of
innomediaries
– 2-­‐sided
markets
(Rochet
&
Tirole
(2005)
Two-­‐Sided
Markets:
A
Progress
Report;
Eisenmann,
Parker,
and
Van
Alstyne
(2006)
Strategies
for
Two-­‐Sided
Markets,
HBR)
– Innomediaries
can
clear
the
market
more
efficiently
7.
Public
policy
and
OI
• Innocen-ve,
Ninesigma,
…
• Yet2.com,
Ocean
Tomo
• YourEncore
S-ll
uncharted
territory!
– Problem
of
quality
of
technology
(garbage
technology
on
the
market)
• High
quality
technology
searched
in
embedded
networks
– Why
companies
s-ll
have
their
own
portals
(P&G’s
C
+D)
7

8. 12/11/12
R&D
globalizaEon
and
changing
policy
making?
CERN::
the
par-cle
accele-­‐
rators
and
other
infrastructure
Needed
for
high-­‐energy
physics
research
2006
2011
•
s-mulate
interna-onaliza-on
•
Be
strongly
involved
in
of
R&D
of
domes-c
firms
interna-onal
R&D
policy
Abroad
•
reduce
costs
of
interna-onal
making
(European
Inn
Center)
2003
Knowledge
R&D
sourcing
of
these
firms
•
Par-cipate
in
major
R&D
centers
networks
A new wave
•
old
paradigm:
local
for
local
•
new
paradigm:
local
for
global
•
Build
centers
of
excellence
• S-mulate
foreign
firms
to
make
use
of
of researching
•
S-mulate
domes-c
firms
to
local
knowledge
centers
open
Domes-c
make
use
of
local
knowledge
•
S-mulate
them
to
relocate
/
extend
centers
their
R&D
centers
innovation
Domes-c
Foreign
OUP
2011
2013
Firms
2006
Exnovate
as
a
network
of
excellence
for
OI-­‐
pracEEoners
and
scholars?
• www.exnovate.org
– An
interna-onal
network
for
excellence
in
managing
Open
and
Collabora-ve
Innova-on
• Projects
– CE
and
OI
Masterclass
(9
-mes
Philips
/
ESADE)
–
9-­‐14
June
2013,
Barcelona
– PhD
course
open
innova-on
at
ESADE
(4th
-me
in
January
7-­‐9,
2013)
– Open
innova-on
metrics
– Using
best
prac-ces
to
improve
OI
in
SMEs
• Open
Innova-on
Community
(OIC)
on
Facebook
and
Linkedin
8