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Open Innovation: The New Mantra

Published by: Generator Research Limited

Published: Jan. 11, 2008 - 20 Pages


Table of Contents


Case Study: Mindstorms NTX

Overview

1998: Mindstorms Launch

1998 - 2000: LEGO unofficially sanctions developer community

2000: New company strategy

2002: Mindstorms NXT becomes a liability

2002 - 2004: Developer community takes over

2003 - 2005: The problem years

2004: Strategic re-think

2004: External developers become essential

2004 - 2005: A collaborative development project

Third-party Hardware Programme

Woking Relationship

Commercial Relationship

Today

Mindstorms NXT: Growth

New Programs
Entrepreneurs

Selection Criteria

Example Project: Architectural Construction Kits

Footnote

Additional Examples

Backstage BBC

Adobe

Analysis

Business Rationale

1. Accept that valuable expertise is likely to exist outside the company

2. Be prepared to make the company’s valuable assets available to outsiders

3. Because the company cannot pursue every internally-generated idea, some great opportunities might be lost

4. Make sure the programme makes business sense

5. Be realistic about any cultural barriers, but be prepared to push ahead if you have a solid case

Three Different Innovation Models

1. Early-stage Product Definition: Expert User Groups

2. Product Enhancements: Developer Programme

3. New Business Areas: Affiliated Entrepreneur Programme

Key Success Factors

Clear, Focused Objective

Clear, Timely Benefit to Participants

Deep Experience Pool

User-driven

Relevant Skills

Experimentation-friendly Product

Selection Criteria: Lead User Groups

Abstract

This report explains how your business could improve its approach to innovation by involving outsiders. This new approach, called open innovation, involves bringing high-quality, creative thinking into the company from the outside. The company’s managers can then commercialise the best of it using the company’s assets, while rewarding the originators.

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