Open innovation

UNIVERSITY OF BATH, MSC IN INNOVATION AND TECHNOLOGY MANAGEMENT Connect and Develop P&G's big stake in open innovation Limali Panduwawala Suvidha Venkatesh Pedro Parraguez Xiajing Zhang 27/11/2009 Abstract: This report explores P&G's "Connect and Develop" open innovation initiative. Its focus is to analyse this innovation strategy in the context of the formal academic theory, other P&G's programmes and the company situation. Its objective is to understand the impacts, challenges and

The Innovation Value Chain of Outbound Open Innovation Yan Ailing1, Jiang Hong2 School of Business Administration, Zhejiang Gongshang University, Hangzhou, China. E-mail: alyan@foxmail.com. 2 Institute of Policy and Management, Chinese Academy of Science, Beijing, China. 1 Abstract Open innovation is the focus of academic attention. As one type of open innovation, outbound open innovation is central to the survival and growth of firms, and ultimately to the health of the economies of which they

The Luxury of Open Innovation: A Case Study of Whirlpool Karlstad Business School | Handelshögskolan vid Karlstads Universitet | TITLE OF THE WORK: The Luxury of Open ‎Innovation: A Case Study ‎of Whirlpool Prepared by: Family name | Given name | Shurrab | Hafez | El Bouassami | Mohammed | TABLE OF CONTENTS 1. INTRODUCTION - 1 - 2. BACKGROUND - 2 - 3. THEORY - 2 - 4. DISCUSSION AND ANALYSIS - 3 - 4.1. Whirlpool - 3 - 4.1.1. Idea Generation - 3 - 4.1

complexity as well as the speed of technological advances and innovations; open innovation is becoming increasingly important for firms’ competitive advantage (Ranft & Lord, 2002 and Lawson & Samson, 2001 and Howells et al., 2003). These external pressures are becoming too demanding for a firm’s internal capabilities and there has been a shift from internal research and development, to acquiring external capabilities in a bid for open innovation. (Howells et al., 2008). These acquisitions can be sourced

Beiersdorf open innovation strategy and the successful P&G model ‘Connect and Development’. Both strategies have the function to explore outside the boundaries of the firm and to include the valuable knowledge found into the product development process (open innovation strategy). Moreover both companies, in order to link internal resources and R&D centres with the outside world, have implemented different ‘bridges’ into their respective business models. In particular, Beiersdorf ‘s open innovation strategy

UNIVERSITY OF BATH, MSC IN INNOVATION AND TECHNOLOGY MANAGEMENT Connect and Develop P&G's big stake in open innovation Limali Panduwawala Suvidha Venkatesh Pedro Parraguez Xiajing Zhang 27/11/2009 Abstract: This report explores P&G's "Connect and Develop" open innovation initiative. Its focus is to analyse this innovation strategy in the context of the formal academic theory, other P&G's programmes and the company situation. Its objective is to understand the impacts, challenges and problems

www.hbr.org SPOTLIGHT ON INNOVATION These strategic moves can reduce the costs of R&D today without sacrificing tomorrow’s growth. How Open Innovation Can Help You Cope in Lean Times by Henry W. Chesbrough and Andrew R. Garman • Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea 2 How Open Innovation Can Help You Cope in Lean Times Reprint R0912F SPOTLIGHT ON INNOVATION How Open Innovation Can Help You Cope in Lean Times

NPD Trends and Practices Part 1 of 2 The story of Eli Lilly’s open innovation journey—how one company developed a mature model Kevin Schwartz Bret Huff Kevin Schwartz, Director, PrTM (kschwartz@prtm.com), and Bret huff, VP of Chemical Products r&D, Eli Lilly and Company, (huff_bret_e@lilly.com) Over the last decade, the giant pharmaceutical companies have moved away from their reliance on “blockbuster” drugs as a basis of earnings and toward other models. Part of the shift has required

Nowadays, a new trend for those successful high-tech companies is to utilize open innovation instead of the traditional “vertically integrated” innovation methods(chesbrough;2006). For example, Procter & Gamble, Qualcomm Inc. and IBM all introduced open innovation and have achieved remarkable success. Consequently, Siemens also set up open innovation to advance themselves with the use of internal ideas and external ideas in 2009. Siemens was set up by Werner von Siemens and Johann Georg Halske in

Merck (in 2009): Open for Innovation? The pharmaceutical company undergoes new drug advances, conflicting regulatory laws, and tough economic situations. With all these pressures evolving, Merck & Company felt the need to pursue open innovation strategy because the biotech company is too complicated to navigate on its own. There is so much useful information within and outside of company that would be great advantage to the company. Creating new partnerships, discovering new technological trends