Chiara Berti, Martina Calovi, Jaeseok Kim
CLOSED vs. OPEN innovation CLOSED INNOVATION PRINCIPLES OPEN INNOVATION PRINCIPLES The smart people in the field work for us We should profit from others’ use of our IP, and we should buy others’ IP whenever it advances our business model To profit from R&D, we must discover it, develop it, and External R&D can create significant value: internal R&D is ship it ourselves needed to claim some portion of that value If we discover it ourselves, we will get it to the market We don’t have to originate the research to profit from it first The company that gets an innovation to the market first Building a better business model is better than getting to will win the market first If we create the most and the best ideas in the industry, If we make the best use of internal and external ideas, we we will win will win Chesbrough, 2003; Forrester, 2004 Chiara Berti, Martina Calovi, Jaeseok Kim
“R &D laboratories are not castles on the hill” (Freeman, 1974) Chiara Berti, Martina Calovi, Jaeseok Kim
2. PRIVATE FIRMS 1. OPEN CITIES 5. SME 3. NON PROFIT ORGANIZATIONS 4. PUBLIC ADMINISTRATIONS Chiara Berti, Martina Calovi, Jaeseok Kim
1. OPEN CITIES The challenge Smart city as an environment of innovation , empowerment and participation of citizens, businesses and other actors in creating their future , through their choices and decisions. The strategies new thinking of innovation, based on the concept of open innovation ecosystems , global innovation chains, and on citizens’ active involvement in order to innovate the urban development . The objective the creation of new forms of collaboration among local governments, research institutes, universities, citizens and businesses. Chiara Berti, Martina Calovi, Jaeseok Kim
1. OPEN CITIES User Driven Innovation Goal : city as the important testing environments for digital services. Projects Digital urban services and Open public data Chiara Berti, Martina Calovi, Jaeseok Kim
2. PRIVATE FIRMS - Effects of Open Innovation Introduce external idea License – out of internal knowledge Evaluate internal idea through external sight Chiara Berti, Martina Calovi, Jaeseok Kim
2. PRIVATE FIRMS - Effects of Open Innovation 1. Introduce external idea • Save money & resource • Increase the effect of R&D Tetra Pak • Sterilized package material • Collaboration a related company • Reduction of development period • Increased market share Chiara Berti, Martina Calovi, Jaeseok Kim
2. PRIVATE FIRMS - Effects of Open Innovation 2. License – out of internal knowledge • Create additional sales profit • Motivate workers $110 billion(2007) $3 billion(1980) $2 billion per year Chiara Berti, Martina Calovi, Jaeseok Kim
2. PRIVATE FIRMS - Effects of Open Innovation 3. Evaluate internal idea through external sight • Measure value on the project • Determine future direction License - out Chiara Berti, Martina Calovi, Jaeseok Kim
3. NON PROFIT ORGANIZATIONS “To me it feels like it’s bigger than just Cancer Research – it feels like the way to do things in the future” ---------------------------------------------- Bianco Cowthorne, Participant Chiara Berti, Martina Calovi, Jaeseok Kim
4. OPEN GOVERNMENT Innovation Network Corporation of Japan (INCJ) INCJ is a unique public-private partnership aimed at promoting innovation and enhancing the value of businesses in Japan, was launched in July 2009. Chiara Berti, Martina Calovi, Jaeseok Kim
5. SMEs Collaborating with basic research centres is extremely motivating for Criotec . Striving to "go beyond" limits is an attitude acquired by working in close contact with researchers. Customers place to Criotec problems related to the plants that often are new and over the today's technological knowledge Chiara Berti, Martina Calovi, Jaeseok Kim
…WHAT’S NEXT? Closed Innovation Open Innovation Democratizing Innovation Open Enterprise Chiara Berti, Martina Calovi, Jaeseok Kim
…………..WHAT’S NEXT? Creative Commons??? Chiara Berti, Martina Calovi, Jaeseok Kim
Chiara Berti, Martina Calovi, Jaeseok Kim
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