Open source junction
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This document discusses open innovation and two models for facilitating it - Discover and Jam. Discover starts with a specific problem and uses a competitive process to generate solutions. Jam starts by finding partners to explore opportunities and uses an iterative, cooperative process. The document provides examples of companies that have used open innovation and lessons learned, such as starting with broad interests, trusting communities, and communicating ambitious goals. It concludes with thanks and contact information.
Open source junction
- 1. Open Source JunctionOxford 29th March28/03/20111
- 2. 28/03/20112100%Open is dedicated to open innovation. Our network & know-how helps you co-innovate better, cheaper and faster. Introducing 100%Open
- 3. Some of our clients…28/03/20113
- 4. 28/03/20114Innovating with partners by sharing the risks and the rewards.What is open innovation?
- 5. March 28, 20115Know-How & Know-Who?
- 6. 28/03/20116(Reluctant) PioneersLEGOLego Mindstorms is LEGO’s most successful product range ever and has helped shift their strategy from a toy manufacturer to an innovation platform.
- 7. Local Motors & ThreadlessThreadless have sold out of every single new range they have every produced and Local Motor’s customers are significantly less likely to default on their repayments.28/03/20117
- 8. Mozilla28/03/20118Mozilla is a global non-profit dedicated to keeping the internet free, open and accessible to all, and shaping the future of the Web for the public good.
- 9. TopCoderTopcoderis the world's largest competitive software development community with 288,314 developers representing more than 200 countries.28/03/20119
- 10. AndroidAndroid is a mobile operating system based on a modified version of the Linux kernel, and is the fastest growing smartphone OS, & accounts for 29% of the market (Nielsen March 2011).28/03/201110
- 11. 28/03/201111Wikipedia – Order through ChaosAnarchy DemocracyMeritocracy Aristocracy Monarchy
- 13. 28/03/201113Explore > Extract > Exploit“Open innovation is a U-Shaped Process.”Paul Vanags, OXFAM
- 14. 28/03/201114Explore > Extract > ExploitExploreExtractExploitFind trusted new collaboration partners
- 15. Uncover unmet needs or spot new opportunities for innovation
- 16. Co-create compelling new ideas, products or services
- 17. Filter the ideas and prototype innovations
- 18. Build and motivate collaborative teams
- 19. Create investable propositions with evidenced business plans
- 20. Form new collaborative business arrangements
- 21. Obtain the resources and commitments necessary
- 22. Coordinate production, communications and launch 28/03/201115Default to Open.Open Business Models
- 23. Open Business Models28/03/201116Co-brandingSpinoutAlliancesDelivery partnershipProprietary supplierMinority stakeOut-licensingJoint ventureIn-licensingCollaborationMajority stakeRoyaltiesCo-CreationCrowd sourcingR&DAcquisitionMarket researchCooperationIdeas competitionClosedCreative commonsSuggestionschemes Customer feedbackOpen source
- 24. 28/03/201117Discover & Jam‘What?’ or ‘Who?’
- 25. 2 Models of Open InnovationDiscover™ and Jam™March 28, 201118DiscoverStarts with ‘what’ question: an innovation brief detailing a specific unmet need
- 26. Is a competitivemarketplaceamongst customers, suppliers or users
- 27. The innovation process is mediated by a Trusted Agent
- 28. Innovations are extracted through a linear process
- 29. Tend to be internal routes to market (e.g. license deals)Ask an interesting questionMarch 28, 201119© 100%Open 2010
- 30. Build an innovation communityMarch 28, 201120© 100%Open 2010
- 31. Develop propositions in an airlockMarch 28, 201121© 100%Open 2010
- 32. Internal route to markete.g. license deals or acquisitionsMarch 28, 201122© 100%Open 2010
- 33. 2 Models of Open InnovationDiscover™ and Jam™March 28, 201123JamStarts with a ‘who’ question: finding partners to explore a broad opportunity
- 34. Is a cooperative community & process , with customers, suppliers or users
- 35. The innovation process is facilitated through a Catalyst
- 36. Innovations are built using an iterative process
- 37. Tend to be external routes to market (e.g. joint ventures)Start with Who? March 28, 201124
- 38. March 28, 201125Find broad platforms of mutual interestHappy people are healthier. Britain is less happy than in the 1950s yet three times richer. Home & family, stability & calm have increased in importance for consumers.
- 39. Host a jam session on or offline28/03/201126
- 40. External route to market e.g. joint venture or delivery partnership. March 28, 201127© 100%Open 2010
- 41. 2 Models of Open InnovationDiscover™ and Jam™March 28, 201128DiscoverJamStarts with ‘what’ question: an innovation brief detailing a specific unmet need
- 42. Is a competitivemarketplaceamongst customers, suppliers or users
- 43. The innovation process is mediated by a Trusted Agent
- 44. Innovations are extracted through a linear process
- 45. Tend to be internal routes to market (e.g. license deals)
- 46. Starts with a ‘who’ question: finding partners to explore a broad opportunity
- 47. Is a cooperative community & process , with customers, suppliers or users
- 48. The innovation process is facilitated through a Catalyst
- 49. Innovations are built using an iterative process
- 50. Tend to be external routes to market (e.g. joint ventures)Case Studies28/03/201129
- 51. 28/03/201130The Open Innovation LandscapeExtractCustomersSuppliersPartners
- 52. Trust the community to do the heavy lifting.28/03/201131Case Study 1
- 53. Case Study 1E.ONPower to the People is a customer-led innovation programme from E.ON that launched in October 2010 seeking new £10m ideas, products or ventures.28/03/201132
- 56. 28/03/201135Start at the end.Case Study 3
- 57. 28/03/201136Procter & GambleP&G invited the UK’s design community to respond to two briefs on fabric care (narrow) and wellness (broad), to find global new markets worth $100 million.
- 58. Lessons LearnedDefault to Open
- 59. Start with What? & Who?
- 60. Find your top 1% and understand what motivates them.
- 61. Start at the end.
- 62. Trust the community to do the heavy lifting.
- 64. Develop your peripheral vision.
- 65. Communicate ambitious targets widely.Open Innovation in Software28/03/201138
- 66. 28/03/201139Find your top 1%, and understand whatmotivates them.Case Study 4
- 67. 28/03/201140Virgin Atlantic V-JamVirgin Atlantic’s return on investment has been 10:1, better value than using a commercial third party for system development, and for more radical ideas.
- 68. “The future reveals itself through the peripheral.”JG Ballard28/03/201141Case Study 5
- 69. 28/03/201142Case Study 5McLaren & NATSMcLaren’s predictive F1 software allows air traffic controllers to predict how aircraft are likely to act at airports, overcoming costly and dangerous uncertainty.
- 70. Communicate ambitious targets widely.28/03/201143Case Study 6
- 71. 28/03/201144Case Study 6OracleLed to a major collaboration, Wellbe, between Oracle, BT, Pfizer and the NHS to provide a health incentive scheme for the UK to be launched for the 2012 Olympics .
- 72. 28/03/201145What are we ‘actually’ going to do?“The only thing harderthan starting something new, is stopping something old.”Russell Ackoff
- 73. Lessons LearnedDefault to Open
- 74. Start with What? & Who?
- 75. Find your top 1% and understand what motivates them.
- 76. Start at the end.
- 77. Trust the community to do the heavy lifting.
- 79. Develop your peripheral vision.
- 80. Communicate ambitious targets widely.“More people pooling more resources in new ways is the history of civilisation.”Howard Rheingold28/03/201147And Finally…
- 81. 28/03/201148Thank youRoland HarwoodCo-Founder & Networks PartnerSouth Building | Somerset House | Strand |London | WC2R 1LAPhone: +44 (0)20 8133 1006Email: roland@100Open.com|david@100open.comWeb: www.100Open.comTwitter: @rolandharwood | @deeyesbee
- 82. 28/03/201149“Networking is only a letter away from not working.”Chris PowellKnow-How or Know-Who?
- 84. Favourite Toys When We Were Seven28/03/201151
- 85. Opening UpThe thing you are most proud of having collaborated on.What it taught you about your skills & attributes.Your most developed innovation qualities.28/03/201152www.brickartist.com
- 86. Innovation Qualities – You & Oxfam28/03/201153Risk TakingResponsiveConnectedReputationResilienceEmpathy
- 87. 28/03/201154The 100%Open Innovation ProcessOutline Tools and ServicesExploreExtractExploitNetworksJams Top 1%AdVenturePropositionsExploreExtractExploitEngageCreateBlueprintPrototypeGrowPlatformsAirlockOnline JamsCrowdsDeal
Editor's Notes
- #4: Roland
- #24: DavidWe recently ran a customer co-creation programme with E.ON where we were initially a little overwhelmed by the number of ideas submitted and felt pressure to respond to them all. The trick here was to sit back for a little while and let the community do the heavy lifting. i.e. have voting or commenting mechanisms on your online community which allows other members of the community to sift out the best ideas and let the cream rise to the top. Of course you still need to dip in occasionally if the community has mistakenly got carried away with creating 'a perpetual motion machine' but actually this seldom happens, and it's about enabling and trusting your community to do the right thing.
- #26: RolandMobVol first then OSCR (link to P&G)Last year we ran another project with Orange which was about crowdsourcing social media applications. The initial challenge was targeted at social entrepreneurs, charities and technical developers and so was slightly complicated in scope and we started with a very difficult challenge. However through much discussion and debate we managed to boil down the challenge to the following question: "How can people do good in 5 minutes or less using their mobile phone?" which is much easier to understand and really seemed to capture the imagination of the target audiences. The trick here is to ask open questions that are both not too broad but also not too specific, but instead aim for the sweet spot between these two extremes where there is room to be innovative.
- #38: RolandFind your top 1% and understand what motivates them. – Virgin AtlanticEnable and trust the community to do the heavy lifting. – EONStart at the End. – P&G vs OrangeAsk open and interesting questions. – OrangeDevelop your peripheral vision. – McLaren & NATSSet ambitious targets (and publish them widely). - Oracle
- #47: RolandFind your top 1% and understand what motivates them. – Virgin AtlanticEnable and trust the community to do the heavy lifting. – EONStart at the End. – P&G vs OrangeAsk open and interesting questions. – OrangeDevelop your peripheral vision. – McLaren & NATSSet ambitious targets (and publish them widely). - Oracle