CONTENTS

1. INTRODUCTION THE JOURNEY INTO OPEN INNOVATION
   1. Why Open Innovation?
   2. Perspectives on Open Innovation
   3. Essential Tools for Open Innovation
2. ABOUT THE EDITORS
   1. Endnotes
3. PART 1 OPEN INNOVATION IN THE FUZZY FRONT END
   1. 1 DE-BOTTLENECKING OPEN INNOVATION: TURNING PATENT-BASED TECHNOLOGY NETWORK ANALYSIS INTO VALUE
      1. 1.1 Methods of Patent Analysis and Data Mining
      2. 1.2 Patent Analytics for Identifying Open Innovation Partners
      3. 1.3 Nanotechnology Case Study
      4. 1.4 Conclusion
      5. References
      6. About the Contributors
      7. Note
   2. 2 OPEN FORESIGHT WORKSHOPS FOR OPPORTUNITY IDENTIFICATION
      1. 2.1 Corporate Foresight Workshops and Processes
      2. 2.2 Opening Up the Foresight Process
      3. 2.3 Stages of Opening Up the Foresight Process
      4. 2.4 Pitfalls to Avoid
      5. 2.5 Keys to Success
      6. 2.6 Conclusion
      7. References
      8. About the Contributors
4. PART 2 OPEN INNOVATION IN THE DEVELOPMENT STAGE
   1. 3 KEEPING UP WITH THE VIRTUAL VOICE OF THE CUSTOMER—SOCIAL MEDIA APPLICATIONS IN PRODUCT INNOVATION
      1. 3.1 Introduction
      2. 3.2 The Voice of the Virtual Customer
      3. 3.3 The Social Media Phenomenon
      4. 3.4 Social Media in New Product Development
      5. 3.5 Success Factors
      6. 3.6 Conclusion
      7. References
      8. About the Contributors
      9. Acknowledgments
      10. Note
   2. 4 PREDICTION, PREFERENCE, AND IDEA MARKETS: HOW CORPORATIONS CAN USE THE WISDOM OF THEIR EMPLOYEES
      1. 4.1 Introduction
      2. 4.2 Virtual Stock Markets in Corporations: Prediction, Preference, and Idea Markets
      3. 4.3 How Well Do Prediction, Preference, and Idea Markets Work in Corporations?
      4. 4.4 Implementing a Stock Market in Corporations
      5. 4.5 Choosing a Virtual Stock Market Software Platform
      6. 4.6 Conclusions
      7. References
      8. About the Contributor
   3. 5 CATALYZING TACIT KNOWLEDGE EXCHANGE WITH VISUAL THINKING TECHNIQUES TO ACHIEVE PRODUCTIVE OPEN INNOVATION COLLABORATIONS
      1. 5.1 Introduction
      2. 5.2 Visual Thinking Introduction
      3. 5.3 Visual Thinking and Open Innovation Endeavors
      4. 5.4 Understanding the Tacit Knowledge Exchange Challenges
      5. 5.5 Using Visual Thinking in OI Teams
      6. 5.6 Conclusions
      7. Resources
      8. References
      9. About the Contributors
      10. Note
   4. 6 USER COLLABORATION THROUGH PRIVATE ONLINE COMMUNITIES
      1. 6.1 Introduction
      2. 6.2 From Crowd-Everything to Co-Everything
      3. 6.3 Crowdsourcing, Co-creation, and Structural Collaboration
      4. 6.4 Private Online Communities
      5. 6.5 How to Get Started with Private Online Communities
      6. 6.6 Conclusion
      7. References
      8. About the Contributors
5. PART 3 OPEN INNOVATION WITH UNIVERSITIES
   1. 7 COLLABORATIVE INNOVATION ACROSS INDUSTRY-ACADEMY AND FUNCTIONAL BOUNDARIES: HOW COMPANIES INNOVATE WITH INTERDISCIPLINARY FACULTY AND STUDENT TEAMS
      1. 7.1 Introduction
      2. 7.2 The IPD Model: Resolving Major Open Innovation Challenges
      3. 7.3 Concept Prototypes: Virtual and Physical
      4. 7.4 Conclusion
      5. References
      6. Appendix A
      7. Appendix B
      8. Appendix C
      9. Appendix D
      10. Appendix E
      11. About the Contributors
      12. Note
   2. 8 OPEN INNOVATION: A FRAMEWORK FOR COLLABORATIVE PRODUCT DEVELOPMENT BETWEEN INDUSTRY AND UNIVERSITIES
      1. 8.1 Introduction
      2. 8.2 Open Innovation Program
      3. 8.3 A Framework for Open Innovation between University and Industry
      4. 8.4 An Example of an Open Innovation Project
      5. 8.5 What Industry Partners Can Expect from Open Innovation Projects
      6. 8.6 Challenges in University-Industry Collaborations
      7. 8.7 Company Feedback from Industry Partners
      8. 8.8 Keys to Success
      9. 8.9 Pitfalls to Avoid
      10. 8.10 Benefits of the Open Innovation Program
      11. 8.11 Conclusions
      12. References
      13. About the Contributor
      14. Appendix A
      15. Appendix B
      16. Appendix C
      17. Appendix D
6. PART 4 OPEN INNOVATION FOR REALLY BIG INITIATIVES
   1. 9 OPEN INNOVATION AS A DISCOVERY SOLUTION FOR CONFRONTING THE EXTRAORDINARY CHALLENGE
      1. 9.1 Surfing on Innovation Impact Waves: The Source of the Really Big Problem
      2. 9.2 Process, Purpose, and Payoff
      3. 9.3 Conclusion
      4. References
      5. About the Contributor
      6. Note
7. PART 5 BEST PRACTICES AND ADVICE FOR OPEN INNOVATION
   1. 10 HOW TO WORK WITH SMALL COMPANIES TO EXPAND YOUR OPEN INNOVATION CAPABILITIES
      1. 10.1 Introduction
      2. 10.2 Definitions
      3. 10.3 Background of Open Innovation
      4. 10.4 Two Paths: The Intraprenurial Organization versus the Outsourced Organization
      5. 10.5 How to Build Entrepreneurship within a Large Corporation
      6. 10.6 Why Working With Small Companies Is Important
      7. 10.7 Conclusion
      8. References
      9. About the Contributors
   2. 11 BOOSTING OPEN INNOVATION BY LEVERAGING BIG DATA
      1. 11.1 Open Innovation and Big Data
      2. 11.2 Big Data Applications in Today's World
      3. 11.3 Big Data Analytics in Action
      4. 11.4 Keys to Success and Pitfalls to Avoid
      5. 11.5 Conclusions
      6. References
      7. About the Contributors
      8. Acknowledgments
      9. Note
   3. 12 AMERICAN PRODUCTIVITY AND QUALITY CENTER BEST PRACTICES STUDY: USING OPEN INNOVATION TO GENERATE IDEAS
      1. 12.1 Open Innovation Best Practices Study
      2. 12.2 Open Innovation Best Practices
      3. 12.3 Eleven Best Open Innovation Practices
      4. 12.4 Open Innovation Enablers
      5. 12.5 Conclusion
      6. Reference
      7. About the Contributors
      8. Note
8. INDEX
9. END USER LICENSE AGREEMENT

List of Tables

1. Chapter 1
   1. Table 1.1
   2. Table 1.2
   3. Table 1.3
   4. Table 1.4
   5. Table 1.5
   6. Table 1.6
   7. Table 1.7
   8. Table 1.8
   9. Table 1.9
2. Chapter 3
   1. Table 3.1
   2. Table 3.2
3. Chapter 4
   1. Table 4.1
   2. Table 4.2
   3. Table 4.3
   4. Table 4.4
   5. Table 4.5
4. Chapter 5
   1. Table 5.1
   2. Table 5.2
5. Chapter 6
   1. Table 6.1
   2. Table 6.2
   3. Table 6.3
   4. Table 6.4
6. Chapter 7
   1. Table 7.1
   2. Table 7.2
7. Chapter 8
   1. Table 8.1
8. Chapter 9
   1. Table 9.1
   2. Table 9.2
   3. Table 9.3
9. Chapter 12
   1. Table 12.1

List of Illustrations

1. Introduction
   1. Figure 1: A Typical Closed Approach to Innovation
   2. Figure 2: A General View of Open Innovation
   3. Figure 3: The Structure of this Book
2. Chapter 1
   1. Figure 1.1: Information from Patent Literature as Lead Trend Indicator
   2. Figure 1.2: Patent Application Frequencies in Technology Areas over Time
   3. Figure 1.3: Technology Network with Network Nodes and Connecting Lines Scaled¹
   4. Figure 1.4: Connected Technologies in a 3-D Chart; Rising Peaks Show Emerging Technologies²
   5. Figure 1.5: Patent-Based, External Input Linked to the Innovation Cycle by PDMA
   6. Figure 1.6: Preparation Process Outline for Open Innovation
   7. Figure 1.7: Technology Network for Gap Analysis³
   8. Figure 1.8: Technology Matrix
   9. Figure 1.9: Geographic Proximity of Patent Investors
   10. Figure 1.10: Cooperation Networks⁴
   11. Figure 1.11: Technology Network for Nanotechnologies⁵
   12. Figure 1.12: Patent Application Dynamics and Technology Lifecycle Assessment
   13. Figure 1.13: Organization Portfolio
   14. Figure 1.14: Inventors per Region
   15. Figure 1.15: Cooperation Network⁷
   16. Figure 1.16: Process Outline
3. Chapter 2
   1. Figure 2.1: Foresight Workshops in Context
   2. Figure 2.2: The Four Stages of Opening Up the Foresight Process
   3. Figure 2.3: Benefits of Stage I
   4. Figure 2.4: Benefits of Stage II
   5. Figure 2.5: Benefits of Stage III
   6. Figure 2.6: Benefits of Stage IV
   7. Figure 2.7: Process Phases and Corresponding Activities
4. Chapter 3
   1. Figure 3.1: Overview of the Netnography Process
   2. Figure 3.2: Recommendations to Manage Idea, Design, or Solution Contests Embedded in Social Media Applications
   3. Figure 3.3: Exemplary Outline for an Idea, Design, or Solution Contest
   4. Figure 3.4: Steps of McDonald's MyBurger Contest
   5. Figure 3.5: Henkel's Print Design Contest
   6. Figure 3.6: Winner of the Henkel's Packaging Contest
   7. Figure 3.7: Winning Designs in the Smart Design Contest (a) First Prize, (b) Second Prize, and (c) Third Prize
5. Chapter 4
   1. Figure 4.1: Conceptual model which explains the key variables and how they relate to the overall accuracy of the virtual stock market. The idea entry restriction and the dashed arrows only apply to the idea market.
   2. Figure 4.2: Implementation Process for a Prediction Market
   3. Figure 4.3: Implementation Process for a Preference Market
   4. Figure 4.4: Implementation Process for an Idea Market
   5. Figure 4.5: Prediction Market Companies Distinguished Based on Industry Focus and a Service Model Perspective
   6. Figure 4.6: Idea Market Vendors Distinguished on the Basis of their Pricing Algorithm*
6. Chapter 5
   1. Figure 5.1: Visual Thinking Overview
   2. Figure 5.2: Graphic group processes overview. Graphic facilitation refers to both types of graphic group processes. For predesigned facilitated sessions, an experienced facilitator chooses templates to guide the conversation and display elicited knowledge. For graphic recording, a skilled recorder captures the conversation as it occurs in text and images.
   3. Figure 5.3: Knowledge Modeling
   4. Figure 5.4: Overview of TKE Challenges
   5. Figure 5.5: Senge's Ladder of Inference
   6. Figure 5.6: Mental Model: Effects on Tacit Knowledge Exchange
   7. Figure 5.7: Description of the Graphic Recording Process
   8. Figure 5.8: Knowledge Modeling Process
   9. Figure 5.9: Delivery Innovation Context Model
   10. Figure 5.10: Complex Decision Making
7. Chapter 6
   1. Figure 6.1: Crowd-Everything: The Active and Spontaneous Participation of the Crowd in Key Innovation Challenges
   2. Figure 6.2: DNA of User Collaboration Methods
   3. Figure 6.3: Definition of a Consumer Insight
   4. Figure 6.4: Innovation Profile of Users
   5. Figure 6.5: Example of a Customer Journey
   6. Figure 6.6: Customer Satisfaction Model
   7. Figure 6.7: Screenshot of a Private Online Community Platform
8. Chapter 7
   1. Figure 7.1: Overview of the IPD Process—Components and Timeline
   2. Figure 7.2a: Plenary— Large Configurable Meeting/Class Room
   3. Figure 7.2b: Dedicated Teaming Spaces
   4. Figure 7.2c: Prototyping and Production Shop
   5. Figure 7.2d: Kitchen: Encouraging Social Interaction
   6. Figure 7.3: IPD's Horizon 2 Focus
   7. Figure 7.4a: Example of a Table of Contents for an IPD Project Book
   8. Figure 7.4b: Template for Idea Cards used by IPD Teams
   9. Figure 7.5: Concept Card Examples
   10. Figure 7.6a: Final Concept Prototype Example 1
   11. Figure 7.6b: Final Concept Prototype Example 2
   12. Figure 7.6c: Final Concept Prototype Example 3
   13. Figure 7.6d: Final Concept Prototype Example 4
   14. Figure 7.7a: Exploring Shapes and Ergonomics: Early Form Drawing:
   15. Figure 7.7b: Exploring Shapes and Ergonomics: Early Form Physical Rendering
   16. Figure 7.7c: Exploring Shapes and Ergonomics: Early Form Physical Rendering
   17. Figure 7.7d: Converging on Final Design: Intermediate Form Drawing
9. Chapter 8
   1. Figure 8.1: Industry-University Framework for Open Innovation
   2. Figure 8.2: Example Gantt Chart
10. Chapter 9
    1. Figure 9.1: Quick Scenario Illustrations Based on the Sharing of Information and Experience Across the Companies
    2. Figure 9.2a: A Small Sample of the Set of Simple Scenarios Prepared by the Organizing Team—Imagined Timeline
    3. Figure 9.2b: A Small Sample of the Set of Simple Scenarios Prepared by the Organizing Team—Matrix Approach
    4. Figure 9.3: Project IMPACT
11. Chapter 10
    1. Figure 10.1: Average Time for a Small Innovation Provider to Receive Payment from a Large Corporate Entity
12. Chapter 11
    1. Figure 11.1: Worldwide Amount of Big Data Streams from Different Sources in 2012
    2. Figure 11.2: Graph Symbolizing the Narrow and Wide Field View on the Six Different Fields Being Relevant for Innovation and Sustainability of a Company
    3. Figure 11.3: How Big Data Approaches Provide Input into the Front End of Open Innovation
    4. Figure 11.4: Google Trends (www.google.com/trends) Results for the Search Term “Big Data” in the Period Jan. 2004–Aug. 2013
    5. Figure 11.5: Graphical Visualization of the Cup of Information Approach Described in this Chapter; A Functionality Which Provides Executives With Information Based on Big Data
    6. Figure 11.6: Enterprise Amnesia as a Divergence Effect Between Faster Increasing Observation Space (Data Streams) and Slower Rise of Sense-Making Algorithms
    7. Figure 11.7: Flowchart of the Application Model for the Cup of Information Approach for Leveraging
    8. Figure 11.8: Detailed View of the Tag Cloud Trends of the CoI for an insurance company on May 17, 2012
    9. Figure 11.9: Detail of the Word Matrix of the Cup of Information for a Paper Producer

Guide

1. Cover
2. Table of Contents
3. Part