posts tagged ‘open innovation’

To tweak or not to tweak… that is (not!) the question

15 November 2011 | Editor

Forbes has some interesting commentary on Steve Jobs and whether Malcolm Gladwell (yes, him again) is wrong in calling Steve a "tweaker" and therefore less of a visionary or "true" inventor. Obviously, we believe there's more to all of this. Given our experiences, here are some of our thoughts...

From lean startups to open innovation success

28 July 2011 | Lawrence Lee

A startup is any organization of any size dedicated to creating something new under conditions of uncertainty; the challenge is how to penetrate that fog of uncertainty to discover a path to a successful, sustainable business. I'm not going to restate all of the points in Eric Ries' PARC Forum talk -- you can watch it here -- instead, I want to share how we’ve been practicing similar concepts at PARC and compare and contrast some specific Lean Startup methods with our practices in Open Innovation. One key difference for example is in the strategy of MVP.

From creation myth to the reality of innovation today

13 May 2011 | Editor

On the surface, Malcolm Gladwell’s latest article for The New Yorker, "Creation Myth: Xerox PARC, Apple, and the truth about innovation", is a story about the mouse and how inventions travel – and evolve – across time and place. But examined more deeply, the article is really about the factors that determine whether you end up with an invention or an innovation. The story of PARC – and for that matter, any other innovative company – is indeed a mix of hopeful inventions, world-changing innovations, and missed opportunities, as Gladwell observes. But there's more – in contrast to his thesis that there’s a clean split between invention and innovation, and that companies are structurally limited in their innovation opportunities – we believe that there is now a framework that allows companies to innovate beyond their comfort zones and existing infrastructures. It's called open innovation.

Smart Technology Scouting – Part 2

13 April 2010 | Jennifer Ernst

Technology scouting has been happening for many years. But as companies increasingly look outside for opportunities, it becomes even more important to have clear practices associated with each step of the process. One popular technology scouting framework to address this is "Want-Find-Get-Manage”, which I've expanded for the purpose of sharing advice. And while I’ve written this talking largely about the formal technology scouting function, in reality, the principles apply for many people that help keep their companies connected to the rest of the world. As companies are developing more dependencies on external partnering, the models and standards are still very much emerging, which makes this a wonderful time for learning from each other.

Innovation: defining, doing, measuring

31 March 2010 | Mark Bernstein

[The Economist invited us to contribute an abridged version of this post, "How do you define innovation?", for their blog.] Innovation is a sorely overused word. Yet we are constantly asked to define it. A number of theorists and practitioners have offered up their variations: product innovation, business model innovation, technology innovation, design innovation, radical innovation, incremental innovation, disruptive innovation, open innovation…and so the list goes on. All are useful; none are complete. I don't have a pat answer, catchy definition, or compelling metaphor for this. But here’s what I do know: however it is defined, innovation is a valuable change, unconstrained by the way things are. I think I can safely claim that we’re speaking from experience…

Smart technology scouting – Part 1

20 January 2010 | Jennifer Ernst

Technology scouting has been happening for many years. Yet the models for how best to find and secure opportunities are still emerging as companies increasingly look outside. In this post, I share advice and principles for effective technology scouting, including defining The Why (are we scouting?) and The What (technologies and specific technology characteristics are we looking for?) Furthermore, scope is a tricky thing: if a scouting team's "find" mandate is too narrow, you're likely to miss valuable options; but if it's too broad, you end up exploring too many options that are never going to fly. How should a company assess its organizational capacity to absorb, define its time horizon for expected impct, and identify the technical needs it is scouting for?

On keeping U.S. innovation competitive

18 November 2009 | Tamara St. Claire

PARC today is no longer “Xerox PARC” but a commercial entity with multiple Fortune 500 and other clients. We're building our contemporary innovation model by positioning ourselves at the heart of industrial R&D, government contracts, and world-class university research. (For us, the last one is translated as bringing together the top minds from diverse fields: our talent is our primary asset.) To support the next waves of innovation, we need to examine how the rest of the U.S. and world will replicate Silicon Valley – with its access to top talent, multicultural citizens, venture infrastructure and corporate partners, universities, and inexhaustible energy. But here’s the thing: two-thirds of our commercial income comes from abroad. Asia, in particular, is aggressively probing for new engines of innovation.

Opening communication for open innovation: Should you share your strategy?

27 August 2009 | Jennifer Ernst

"Open Communication" is frequently cited as a necessity in successfully working with partners. But in my experience, opening up to the depth of communication required for successful open innovation is often a scary proposition for some companies. Should you share your strategy? Yes, with deliberate purpose.

Harnessing intrapreneurial horsepower to drive corporate strategy

26 August 2009 | Tamara St. Claire

Instead of generating undirected, academic solutions that can dilute the focus of the research organization, intrapreneurs can address target market needs. Their creative juices can be aligned with a well-articulated (and hopefully well-understood) vision about the future of the organization. The key is to channel individual efforts so their combined energy is directed to solving problems that the company can take advantage of – especially if the findings are breakthrough and game changing. Wouldn’t it be a shame to solve world peace if you weren’t in the peace industry??

Building innovation teams

2 July 2009 | Jennifer Ernst

I recently enjoyed moderating an almost rowdy dialogue on Building World-Class Innovation Teams, as part of a Frost & Sullivan Executive MindXChange event. For someone immersed in innovation at PARC, it's always intriguing to hear the viewpoints from those who aren't as lucky.