Creating Employee Networks That Deliver Open Innovation Case Solution

Companies such as Procter & Gamble, Cisco Systems, Genzyme, General Electric and Intel is often credited with having achieved market leadership through open innovation strategies. By using the operation and technological knowledge that extended beyond their own R & D structures, these firms beat rivals. But while other organizations are trying to follow his example, research shows that many fail because they can not guarantee that outside ideas reach the best equipped to exploit people. R & D leaders must think not only of combing the outside world for new and potentially applicable ideas, but also on how to ensure that these ideas are given serious consideration. By understanding the functions of the two types of innovation intermediaries – “explorers idea” and in the process of open innovation and effective use of their talents “connectors idea,” administrators can preside great improvements in knowledge conversion external positive results. The authors provide numerous examples, emphasizing that open innovation success depends on the presence of two types of agents of innovation. But despite these innovations brokers’importance the organization, people who harm as scouts and connectors often thought was a complete surprise to management. Innovation is too important to be left to chance, however. If no innovation intermediaries, handling “invent” to say, hire the right people to fill these important roles people need.
Eoin Whelan,
Salvatore Parise,
Jasper de Valk,
Rick Aalbers
Source: MIT Sloan Management Review
8 pages.
Publication Date: October 1, 2011. Prod #: SMR399-PDF-ENG
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Creating Employee Networks That Deliver Open Innovation Case Solution
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