1. Open Innovation in Global Networks OECD 2008 Joseph Iturbide - Econoving - Thursday, October 16, 2009

2. Outline Open Innovation in global networks Position through different modes is implemented, Impact influences policy making and is persuasive for us, eco-innovators, Influenceespecially in the integration seminar! 3. Open Innovation (1/2) From closed to open innovation => semi-permeable company boundaries. 4. Open Innovation (2/2) Outside-in: sourcing & integrating the external knowledge+ inside-out: bringing ideas to market= open innovation From Intellectual Property to Intellectual Partnership? 3 types of open innovation: - purchasing-based open innovation: purchase inputs from other parties. - collaborative open innovation: partnerships to innovate together in view of a common goal. - open access innovation: anyone can contribute to the innovative process. From manufacture-centric innovation to user-centric innovation.benefit from sellingbenefit from using 5. in global networks (1/2) A more open innovation model generates revenues from knowledge developed in house that is largely unused by the firms & generate cost & time savings by using external development. 6. in global networks (2/2) Global sourcing to sense new market and technology trends =>geographic dispersion of MNEs to create rather than to diffuse knowledge Location of new R&D facilities depends on the presence of other firms and institutions, from which the investing firms can benefit => depends on the Regional Innovation System. The global networks are different depending on how radical the innovation is and how similar the participating companies are. 7. through different modes (1/2) Depending on wether an industry is prone to Open Innovation or not, - globalisation - technological intensity - technology fusion - new business models - knowledge leveraging. 8. through different modes (2/ 3) Depending on wether an industry is prone to Open Innovation or not, the ways of open-innovating are different: > strategic autonomy vs time> 9. through different modes (3/ 3)Depending on wether an industry is prone to Open Innovation or not, the ways of open-innovating are different: >suitability for core, non-core and unfamiliar markets and technologies 10. is implemented, in Saint-Gobain: multi-sector/multi-center programmes =>leverage cross-disciplinary expertise, identify and satisfy common needs such as upstream competences (academia, consultants) and downstream competencies (market knowledge, contacts). Philips: Campus Eindhoven: technologically advanced firms together on the same site. =>attract new high-tech companies and research groups. Omron: Kyo-So: partners for collaboration from outside are invited to have their own pilot office in the Kyo-So area => open and creative atmospere 11. influences policy making, Universities & public research organisations: source of basic knowledge & potential partners. Balance research efforts and investments in specific fields. Networks remain important but integration across fields and borders may require different interfaces and competencies. Sharing intellectual property may require different kinds of management tools in firms and public research organisations. Invest in people, foster cross-functionality, mobility and a culture of innovation. Public support for non-technological innovation, service firms and for building market demand for innovation. Open national R&D programmes, capturing national benefits from cross-border spillovers of the networks of innovative firms. Build a strong knowledge base to develop next-generation innovation policies. 12. is persuasive for us, eco-innovators, especially in ourseminar! The networks of innovation of multinational enterprises (MNEs) create cross-border nodes between regional/national systems of innovation. Larger firms innovate more openly than small firms. Geographical proximity matters in global innovation networks. Theft of intellectual property (IP) is perceived as the most important risk to global innovation networks. Science, technology and innovation policies can no longer be designed solely in a national context. Most companies possessed limited expertise for managing innovation. 13. Bibliography Gassmann, O. (2006), Opening up the Innovation Process: Towards an Agenda , R&D Management 36 (3), p.223-228. Van Hippel, E. (2005), Democratizing Innovation, Cambridge, Massachusetts. Conseil dAnalyse Economique (2008), Innovation et comptitivit des rgions , La documentation Franaise, Claude Dupuy and Antje Burmeister (2003), Entreprises et territoires, les nouveaux enjeux de la proximit , les tudes de la documentation Franaise.