CONTENTS
INTRODUCTION THE JOURNEY INTO OPEN INNOVATION
Why Open Innovation?
Perspectives on Open Innovation
Essential Tools for Open Innovation
ABOUT THE EDITORS
Endnotes
PART 1 OPEN INNOVATION IN THE FUZZY FRONT END
1 DE-BOTTLENECKING OPEN INNOVATION: TURNING PATENT-BASED TECHNOLOGY NETWORK ANALYSIS INTO VALUE
1.1 Methods of Patent Analysis and Data Mining
1.2 Patent Analytics for Identifying Open Innovation Partners
1.3 Nanotechnology Case Study
1.4 Conclusion
References
About the Contributors
Note
2 OPEN FORESIGHT WORKSHOPS FOR OPPORTUNITY IDENTIFICATION
2.1 Corporate Foresight Workshops and Processes
2.2 Opening Up the Foresight Process
2.3 Stages of Opening Up the Foresight Process
2.4 Pitfalls to Avoid
2.5 Keys to Success
2.6 Conclusion
References
About the Contributors
PART 2 OPEN INNOVATION IN THE DEVELOPMENT STAGE
3 KEEPING UP WITH THE VIRTUAL VOICE OF THE CUSTOMER—SOCIAL MEDIA APPLICATIONS IN PRODUCT INNOVATION
3.1 Introduction
3.2 The Voice of the Virtual Customer
3.3 The Social Media Phenomenon
3.4 Social Media in New Product Development
3.5 Success Factors
3.6 Conclusion
References
About the Contributors
Acknowledgments
Note
4 PREDICTION, PREFERENCE, AND IDEA MARKETS: HOW CORPORATIONS CAN USE THE WISDOM OF THEIR EMPLOYEES
4.1 Introduction
4.2 Virtual Stock Markets in Corporations: Prediction, Preference, and Idea Markets
4.3 How Well Do Prediction, Preference, and Idea Markets Work in Corporations?
4.4 Implementing a Stock Market in Corporations
4.5 Choosing a Virtual Stock Market Software Platform
4.6 Conclusions
References
About the Contributor
5 CATALYZING TACIT KNOWLEDGE EXCHANGE WITH VISUAL THINKING TECHNIQUES TO ACHIEVE PRODUCTIVE OPEN INNOVATION COLLABORATIONS
5.1 Introduction
5.2 Visual Thinking Introduction
5.3 Visual Thinking and Open Innovation Endeavors
5.4 Understanding the Tacit Knowledge Exchange Challenges
5.5 Using Visual Thinking in OI Teams
5.6 Conclusions
Resources
References
About the Contributors
Note
6 USER COLLABORATION THROUGH PRIVATE ONLINE COMMUNITIES
6.1 Introduction
6.2 From Crowd-Everything to Co-Everything
6.3 Crowdsourcing, Co-creation, and Structural Collaboration
6.4 Private Online Communities
6.5 How to Get Started with Private Online Communities
6.6 Conclusion
References
About the Contributors
PART 3 OPEN INNOVATION WITH UNIVERSITIES
7 COLLABORATIVE INNOVATION ACROSS INDUSTRY-ACADEMY AND FUNCTIONAL BOUNDARIES: HOW COMPANIES INNOVATE WITH INTERDISCIPLINARY FACULTY AND STUDENT TEAMS
7.1 Introduction
7.2 The IPD Model: Resolving Major Open Innovation Challenges
7.3 Concept Prototypes: Virtual and Physical
7.4 Conclusion
References
Appendix A
Appendix B
Appendix C
Appendix D
Appendix E
About the Contributors
Note
8 OPEN INNOVATION: A FRAMEWORK FOR COLLABORATIVE PRODUCT DEVELOPMENT BETWEEN INDUSTRY AND UNIVERSITIES
8.1 Introduction
8.2 Open Innovation Program
8.3 A Framework for Open Innovation between University and Industry
8.4 An Example of an Open Innovation Project
8.5 What Industry Partners Can Expect from Open Innovation Projects
8.6 Challenges in University-Industry Collaborations
8.7 Company Feedback from Industry Partners
8.8 Keys to Success
8.9 Pitfalls to Avoid
8.10 Benefits of the Open Innovation Program
8.11 Conclusions
References
About the Contributor
Appendix A
Appendix B
Appendix C
Appendix D
PART 4 OPEN INNOVATION FOR REALLY BIG INITIATIVES
9 OPEN INNOVATION AS A DISCOVERY SOLUTION FOR CONFRONTING THE EXTRAORDINARY CHALLENGE
9.1 Surfing on Innovation Impact Waves: The Source of the Really Big Problem
9.2 Process, Purpose, and Payoff
9.3 Conclusion
References
About the Contributor
Note
PART 5 BEST PRACTICES AND ADVICE FOR OPEN INNOVATION
10 HOW TO WORK WITH SMALL COMPANIES TO EXPAND YOUR OPEN INNOVATION CAPABILITIES
10.1 Introduction
10.2 Definitions
10.3 Background of Open Innovation
10.4 Two Paths: The Intraprenurial Organization versus the Outsourced Organization
10.5 How to Build Entrepreneurship within a Large Corporation
10.6 Why Working With Small Companies Is Important
10.7 Conclusion
References
About the Contributors
11 BOOSTING OPEN INNOVATION BY LEVERAGING BIG DATA
11.1 Open Innovation and Big Data
11.2 Big Data Applications in Today's World
11.3 Big Data Analytics in Action
11.4 Keys to Success and Pitfalls to Avoid
11.5 Conclusions
References
About the Contributors
Acknowledgments
Note
12 AMERICAN PRODUCTIVITY AND QUALITY CENTER BEST PRACTICES STUDY: USING OPEN INNOVATION TO GENERATE IDEAS
12.1 Open Innovation Best Practices Study
12.2 Open Innovation Best Practices
12.3 Eleven Best Open Innovation Practices
12.4 Open Innovation Enablers
12.5 Conclusion
Reference
About the Contributors
Note
INDEX
END USER LICENSE AGREEMENT
List of Tables
Chapter 1
Table 1.1
Table 1.2
Table 1.3
Table 1.4
Table 1.5
Table 1.6
Table 1.7
Table 1.8
Table 1.9
Chapter 3
Table 3.1
Table 3.2
Chapter 4
Table 4.1
Table 4.2
Table 4.3
Table 4.4
Table 4.5
Chapter 5
Table 5.1
Table 5.2
Chapter 6
Table 6.1
Table 6.2
Table 6.3
Table 6.4
Chapter 7
Table 7.1
Table 7.2
Chapter 8
Table 8.1
Chapter 9
Table 9.1
Table 9.2
Table 9.3
Chapter 12
Table 12.1
List of Illustrations
Introduction
Figure 1: A Typical Closed Approach to Innovation
Figure 2: A General View of Open Innovation
Figure 3: The Structure of this Book
Chapter 1
Figure 1.1: Information from Patent Literature as Lead Trend Indicator
Figure 1.2: Patent Application Frequencies in Technology Areas over Time
Figure 1.3: Technology Network with Network Nodes and Connecting Lines Scaled
1
Figure 1.4: Connected Technologies in a 3-D Chart; Rising Peaks Show Emerging Technologies
2
Figure 1.5: Patent-Based, External Input Linked to the Innovation Cycle by PDMA
Figure 1.6: Preparation Process Outline for Open Innovation
Figure 1.7: Technology Network for Gap Analysis
3
Figure 1.8: Technology Matrix
Figure 1.9: Geographic Proximity of Patent Investors
Figure 1.10: Cooperation Networks
4
Figure 1.11: Technology Network for Nanotechnologies
5
Figure 1.12: Patent Application Dynamics and Technology Lifecycle Assessment
Figure 1.13: Organization Portfolio
Figure 1.14: Inventors per Region
Figure 1.15: Cooperation Network
7
Figure 1.16: Process Outline
Chapter 2
Figure 2.1: Foresight Workshops in Context
Figure 2.2: The Four Stages of Opening Up the Foresight Process
Figure 2.3: Benefits of Stage I
Figure 2.4: Benefits of Stage II
Figure 2.5: Benefits of Stage III
Figure 2.6: Benefits of Stage IV
Figure 2.7: Process Phases and Corresponding Activities
Chapter 3
Figure 3.1: Overview of the Netnography Process
Figure 3.2: Recommendations to Manage Idea, Design, or Solution Contests Embedded in Social Media Applications
Figure 3.3: Exemplary Outline for an Idea, Design, or Solution Contest
Figure 3.4: Steps of McDonald's MyBurger Contest
Figure 3.5: Henkel's Print Design Contest
Figure 3.6: Winner of the Henkel's Packaging Contest
Figure 3.7: Winning Designs in the Smart Design Contest (a) First Prize, (b) Second Prize, and (c) Third Prize
Chapter 4
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.
Figure 4.2: Implementation Process for a Prediction Market
Figure 4.3: Implementation Process for a Preference Market
Figure 4.4: Implementation Process for an Idea Market
Figure 4.5: Prediction Market Companies Distinguished Based on Industry Focus and a Service Model Perspective
Figure 4.6: Idea Market Vendors Distinguished on the Basis of their Pricing Algorithm*
Chapter 5
Figure 5.1: Visual Thinking Overview
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.
Figure 5.3: Knowledge Modeling
Figure 5.4: Overview of TKE Challenges
Figure 5.5: Senge's Ladder of Inference
Figure 5.6: Mental Model: Effects on Tacit Knowledge Exchange
Figure 5.7: Description of the Graphic Recording Process
Figure 5.8: Knowledge Modeling Process
Figure 5.9: Delivery Innovation Context Model
Figure 5.10: Complex Decision Making
Chapter 6
Figure 6.1: Crowd-Everything: The Active and Spontaneous Participation of the Crowd in Key Innovation Challenges
Figure 6.2: DNA of User Collaboration Methods
Figure 6.3: Definition of a Consumer Insight
Figure 6.4: Innovation Profile of Users
Figure 6.5: Example of a Customer Journey
Figure 6.6: Customer Satisfaction Model
Figure 6.7: Screenshot of a Private Online Community Platform
Chapter 7
Figure 7.1: Overview of the IPD Process—Components and Timeline
Figure 7.2a: Plenary— Large Configurable Meeting/Class Room
Figure 7.2b: Dedicated Teaming Spaces
Figure 7.2c: Prototyping and Production Shop
Figure 7.2d: Kitchen: Encouraging Social Interaction
Figure 7.3: IPD's Horizon 2 Focus
Figure 7.4a: Example of a Table of Contents for an IPD Project Book
Figure 7.4b: Template for Idea Cards used by IPD Teams
Figure 7.5: Concept Card Examples
Figure 7.6a: Final Concept Prototype Example 1
Figure 7.6b: Final Concept Prototype Example 2
Figure 7.6c: Final Concept Prototype Example 3
Figure 7.6d: Final Concept Prototype Example 4
Figure 7.7a: Exploring Shapes and Ergonomics: Early Form Drawing:
Figure 7.7b: Exploring Shapes and Ergonomics: Early Form Physical Rendering
Figure 7.7c: Exploring Shapes and Ergonomics: Early Form Physical Rendering
Figure 7.7d: Converging on Final Design: Intermediate Form Drawing
Chapter 8
Figure 8.1: Industry-University Framework for Open Innovation
Figure 8.2: Example Gantt Chart
Chapter 9
Figure 9.1: Quick Scenario Illustrations Based on the Sharing of Information and Experience Across the Companies
Figure 9.2a: A Small Sample of the Set of Simple Scenarios Prepared by the Organizing Team—Imagined Timeline
Figure 9.2b: A Small Sample of the Set of Simple Scenarios Prepared by the Organizing Team—Matrix Approach
Figure 9.3: Project IMPACT
Chapter 10
Figure 10.1: Average Time for a Small Innovation Provider to Receive Payment from a Large Corporate Entity
Chapter 11
Figure 11.1: Worldwide Amount of Big Data Streams from Different Sources in 2012
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
Figure 11.3: How Big Data Approaches Provide Input into the Front End of Open Innovation
Figure 11.4: Google Trends (www.google.com/trends) Results for the Search Term “Big Data” in the Period Jan. 2004–Aug. 2013
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
Figure 11.6: Enterprise Amnesia as a Divergence Effect Between Faster Increasing Observation Space (Data Streams) and Slower Rise of Sense-Making Algorithms
Figure 11.7: Flowchart of the Application Model for the Cup of Information Approach for Leveraging
Figure 11.8: Detailed View of the Tag Cloud Trends of the CoI for an insurance company on May 17, 2012
Figure 11.9: Detail of the Word Matrix of the Cup of Information for a Paper Producer
Guide
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