matthew heim open innovation best practices for a full value chain approach
TRANSCRIPT
Best Practices for a Full Value Chain Approach
Open Innovati on
Matthew C. Heim, Ph.D.President, NineSigma Inc.
Overview
1. NineSigma Background
2. An Introduction to Open Innovation
3. Open Innovation for the Entire Value Chain
4. Key Takeaways
N I N E S I G M A I S T H E L E A D E R I N O P E N I N N O V A T I O N S E R V I C E S
NineSigma works with Clients. . . to discover innovative ideas, technologies, products
and services from outside their organizations
. . . to connect with the very best innovators and solution providers from around the world
. . . to quickly and cost-effectively solve their business needs
. . . and to transform their innovation processes
NineSigma profile: Offices in USA, Europe and Japan Over 1,200 Open Innovation projects completed >2 million solution providers contacted 14,000+ proposals received from 73 countries South Africa regional partnership with RIIS
Some of our many global clients
Our clients tell us we help Accelerate the innovation cycle Provide greater access to new ideas, innovation,
knowledge Help hedge risk Provide an expandable, low-cost network of
innovation partners Expand access to different skill sets and
competencies
E N
G A
G E
E N A B L E S t r a t e g i cTa c ti c a l
I n t e r n a l
E x t e r n a l
T H E O P E N I N N O V A T I O N U N I V E R S E
Highly
Engaged
Optimized
Innovation
Highly
Enabled
Closed
Innovation
Why Open Innovation?
ValueSpeed
Capacity
Time
Value created by internal innovation with limited external network
Value created through combined approach of internal innovation and externally tapping the global innovation community
The best connections are often the unobvious ones
The Evolution of OI Capacity Over Time
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S TA G E 1
Launch
Time
STAGE 1: LAUNCH Project focused Experimentation R&D Centric Learning to be Open New roles New processes Change management
STAGE 2: CONSOLIDATE Emerging best practices Defined workflow process Emerging role of the OI champion Emerging organizational structure Areas addressed outside R&D Evolving reward systems Emerging metrics structure Begin to link OI and strategy
The Evolution of OI Capacity Over Time
Stage 1:Launch
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S TA G E 2
Consolidate
S TA G E 1
Launch
The Evolution of OI Capacity Over Time
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S TA G E 2
Consolidate
S TA G E 3
Embed
S TA G E 1
Launch
STAGE 3: EMBED Open Innovation strategy
clearly articulated inside and outside the company
Well defined, visible OI organization
OI champion with full value chain credibility
Reward systems standardized Knowledge captured and
managed to drive competitive advantage
Standard metrics and reporting
Full Value Chain approach
Open Innovation: A Full Value Chain Approach
Page 10
Open Innovation: Upstream Research
Page 11
Ideation Support:Identify key technologies available, or in development, That will present joint development opportunities or risks
Open Innovation: Upstream Research
Page 12
Project Types:• Competitive technology intelligence assessments
• Emerging disruptive technology threats• Strategic technology intelligence landscapes
• Identify potential partners• Identify potential IP acquisitions
Open Innovation: Design & Development
Page 13
R&D Support:Identify non-core technologies and talents that can help accelerate the new product development lifecycle
Open Innovation: Design & Development
Page 14
Project Types:• Specific technology searches• Specific talent searches• Crowdsourcing (conceptual problem resolution)
Open Innovation: Manufacturing
Page 15
Manufacturing Support:Find new technologies, processes, etc. to create a more reliable, leaner and cleaner manufacturing process
Open Innovation: Manufacturing
Page 16
Project Types:• Product-specific manufacturing technologies• Lean manufacturing technologies• Green manufacturing technologies• Quality-related (inspection) technologies• Safety-related technologies
Open Innovation: Process Improvement
Page 17
Process Support:Find experts and methods to help enhance existing processes, or to develop new processes outside your core competency
Open Innovation: Process Improvement
Page 18
Project Types:• Process expert sourcing• Specialized technology processes
• Chemical processing• Bio-Technology processing• Quality/Regulatory
• Specialized business process
Open Innovation: New Markets/Applications
Page 19
New Channel Support:Identify new markets for existing competencies and intellectual property via Open Innovation Intelligence
Open Innovation: New Markets/Applications
Page 20
Project Types:• Find new markets for existing products (intelligence)• New applications for existing markets
• e.g. Augmented Reality in greeting cards• “Greening” of existing products
• e.g. bio-acrylics vs. plastics
Open Innovation: Ready-Products
Page 21
New & Existing Market Support:Identify existing products and services that can be introduced to an existing portfolio to strengthen current capabilities and improve market penetration
Open Innovation: Ready-Products
Page 22
Project Types:• Ready-products needing funding• Near ready-products needing R&D support• Ready-products needing channel or supply chain support• Bundling opportunities for existing products
Key Takeaways:
A Full Value Chain approach requires an empowered and credible OI function
Develop a balanced portfolio of “Engage” and “Enable” tools and capabilities
Whole-Systems Thinking leads to the highest return on your open innovation investment
Commit, align & build momentum behind your OI effort
Matthew Heim, Ph.D.President, NineSigma Inc.
www.ninesigma.com
Thank You For Your Attention!