-notes from the session -...

Session 4: Managing Active Open and

Semi Open Innovation Ecosystems

-Notes from the Session-

Open & Cross Innovation

-Notes from the Session-

Sant Cugat. July 11th, 2013

Managing active open and semi-open innovation ecosystems

Open and semi-open innovation ecosystems bring both opportunities and

SESSION 4: NOTES FROM THE SESSION

Open and semi-open innovation ecosystems bring both opportunities and

challenges. What lessons have the leading enterprises learned on Open

Innovation and how are they managing their ecosystems?

What is it?

» What is the role of Open Innovation today in large companies (ten years after the concept was coined by Henry Chesbrough)?

» What are today’s priorities?» What are today’s priorities?

» What kind of challenges do they face?

» What role are playing entrepreneurial networks in Open Innovation ecosystems?

Key

Questions

• WHAT WAYRA OFFERS TO ENTREPRENEURS

Julián Vinué: Open Entrepreneurial Ecosystem – Telefonica WAYRA

Some ideas came across WAYRA case presentation and the following discussion.


� Convertible Participative Loan:

i. 40.000€

ii. Interests depending on the performance and the revenues

iii. Convertible into shares, from 5% to 10%, once a valuation of the start up is done by a thirdinvestor

� Offices and different spaces to work

� Boot camp: Metrics, Feedback, Formation, Learning Cases…

� Peer Review: How other partners rate your performance

� 4 Kind of mentors: Entrepreneurs, Investors, Telefonica staff and Internationalization experts

� Provide talent from university students who carry out an internship on those start ups

� Office hours: To solve doubts about legal, strategic or financial issues.

� Benefits from external partners. E.g. Low commission from Paypal

� Access to further financing: third investors, business angels, private equity…

• FROM WHAT WAYRA TAKES ADVANTAGE

Julián Vinué: Open Entrepreneurial Ecosystem – Telefonica WAYRA

Some ideas came across WAYRA case presentation and the following discussion.


� Holds up to 10% shares in the company

� Preferential commercialization agreement: Telefonica owns the right to be the first one to put it onthe market. After that, the start up can negotiate with any other firm.

� Preferential share acquisition rights: As the other shareholders, they have the right to purchase theshares from a partner who wants to sell his participation before an external investor does.

� Finding Synergies. E.g.: Automatized user problem solver. Reducing costs for Telefonica.

� Unraveling the future: Find new trends and channels

� Ten Fridays: I+D Telefonica staff members have some time on Fridays to work on their own projects.If they have nothing to work on, they can help the WAYRA start ups.If they have nothing to work on, they can help the WAYRA start ups.

• NOTE

� Each region has his own entrepreneurship platforms: BIzBarcelona, ACC1Ó, Empenta, WAYRA…

Challenges of the Session


Capturing

Entrepreneurial Talent

to boost Innovation

Finding the main levers

for making Open

Innovation effectively

take off inside the

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to boost Innovation take off inside the

company

Key Question:

Capturing Entrepreneurial talent to boost Innovation.

Challenge 1


Key Question:

• How to capture and retain entrepreneurial talent to fuel the full

innovation engine?

Supporting questions to inspire the internal discussion:

• How different is the corporate vs entrepreneurial mindset and priorities? Is there a solutionthat is attractive for both stakeholders?that is attractive for both stakeholders?

• What kind of challenges does the company face working with entrepreneurs?• Would a business accelerator model would work in your industry? Why?

• DISCUSSION CENTERED ON DEVELOPING AN ENTREPRENEURIAL ECOSYSTEM

� Created to bring solutions to existing problems

� The corporation can not be aware of all the initiatives of an OI strategy and developing an externalecosystem is a great way to deal with it

Capturing Entrepreneurial talent to boost Innovation


� Relationship between the center and the corporation:

� Different cultures

� Asymmetric Relationship

� Low rules and bureaucracy, do not put pressure on them but support and encourage them

� Defining the model, 2 views:

� Short term view: Expecting ideas and projects soon and taking profit sooner

� Long term view: As a guide for the future, an invest

� Establish a clear mission, strategy and objective, do not lose focus

� Creating a team to bring the projects to the floor and to find ways to make profit from them.

Key Question:

Finding the main levers for making Open Innovation effectively take off

inside the company.

Challenge 2


Key Question:

What are the key elements for effectively implementing an Open

Innovation initiative inside a company?

Supporting questions to inspire the internal discussion:

• What are the main blocks of action? (eg. Alliances / Partnerships, Front-End, Back-End, Intellectual property management, …)

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Intellectual property management, …)

• What are the critical issues which should be managed proactively?

Internal Buy-In1

Finding the main levers for making Open Innovation effectively take off inside the company


Common Issues & Potential Roadblocks to Open Innovation

Establishing Trust with your Open Innovation Partners

Intellectual Property

Payment Systems

Communication

Clear and Stated Agreement Established at the Beginning

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Adapted from: Open Innovation’s Issues and Potential Roadblocks. Dr. Brian Glassman & Dr. Abram Walton (2010)

Clear, Descriptive, and Motivating RFP (request for proposals)

Limiting Participation

Unfocused Open Innovation Programs

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• MANAGEMENT OF THE OPEN INNOVATION RISKS: COPYING

� This problem will always exists.

� There is an important lawyer’s task after reaching an initial agreement with the OI partners.

� Advantages surpass disadvantages:


Finding the main levers for making Open Innovation effectively take off inside the company

� Advantages surpass disadvantages:

� New projects

� Learning curve: Saving Time and Money

• MANAGEMENT OF THE INNOVATION RISKS: IDEA’S CONTRIBUTION

� While it is not in the contract, and the duties of his workplace, the contributor has some rights overthe idea

� Google or 3M establish by contract that all the employees are supposed to bring new ideas eachyear

Inspirar, Facilitar y Acelerar la Innovación

ESADECREAPOLIS

Avinguda Torreblanca, 57E08173 Sant Cugat del Vallès (Barcelona)+34 93 554 3000+34 93 554 3000

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