Open Innovation

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Information about Open Innovation

Published on April 6, 2008

Author: shuwesley

Source: slideshare.net

Open Innovation Presentation by Wesley Shu, Ph.D.

Close Innovation vs Open Innovation

Close Innovation vs Open Innovation

Close Innovation vs Open Innovation 我們應該從分享智慧財產中獲利。如果他人的智財可以提升我們的商業模型,我們也應當購買 我們必須控制智慧財產,這樣競爭者就不會從中取得利潤 如果我們擅於利用外部化的概念,我們就是贏家 如果我們創造最多最好的概念,我們就是贏家 建構優良的商業模型比成為市場先驅更重要 將創新推向市場的先驅獲勝 要獲得利潤不見得成為研究的原創者 如果發現來自本身,我們就可以成為市場的先驅 外部研發可能創造顯著的價值;而內部研發的工作就是取得這些價值 研發的利潤來自開發、發展、裝運,都由自己負責 並非全數為我所用。我們必須和人才在公司內外共同合作 這領域的人才為我所用 開放式創新原則 封閉式創新原則

Close Innovation Example - Xerox Technologies developed in PARC: Ethernet GUI PostScript Laser Printing But Xerox saw little usefulness to their office automation 24 spin-offs 1979 - 1998

Technologies developed in PARC:

Ethernet

GUI

PostScript

Laser Printing

But Xerox saw little usefulness to their office automation

24 spin-offs 1979 - 1998

Why Close Innovation Not Work? Too rigid on their own corporate goal No business model to enable their products to work with other companies’ to build a system Distributed knowledge VC funding disruptive technologies 因為 Web 2.0 ,知識的平面化更為顯著,而平面化知識的參與則更為容易,這就像是維基百科的原理 過去英代爾必須砸下重金,穩固其顧客關係與研究社群,但如今這項成本降低了。因為參與的容易程度提高,也就提升了參與率,連帶降低了投資風險

Too rigid on their own corporate goal

No business model to enable their products to work with other companies’ to build a system

Distributed knowledge

VC funding disruptive technologies

因為 Web 2.0 ,知識的平面化更為顯著,而平面化知識的參與則更為容易,這就像是維基百科的原理

過去英代爾必須砸下重金,穩固其顧客關係與研究社群,但如今這項成本降低了。因為參與的容易程度提高,也就提升了參與率,連帶降低了投資風險

Example - wikipedia 維基百科( wikipedia.org )於二○○一年一月剛上線的時候,有大約一萬五千條項目,如今有六百萬條。 當初只有英文版,而現在則有兩百五十種文字,甚至 文言文 。 目前它大約每秒有一萬到三萬個搜尋。 許多人會懷疑維基百科的正確性,但具有高度學術權威的「自然」期刊曾經比較它和大英百科全書,發現這兩者的正確度相似 * 。 維基百科總共只有五名員工 * Jim Gile, ”Internet encyclopaedias go head to head,” Nature , Issue 438, 900-1, 15 December 2005

維基百科( wikipedia.org )於二○○一年一月剛上線的時候,有大約一萬五千條項目,如今有六百萬條。

當初只有英文版,而現在則有兩百五十種文字,甚至 文言文 。

目前它大約每秒有一萬到三萬個搜尋。

許多人會懷疑維基百科的正確性,但具有高度學術權威的「自然」期刊曾經比較它和大英百科全書,發現這兩者的正確度相似 * 。

維基百科總共只有五名員工

* Jim Gile, ”Internet encyclopaedias go head to head,” Nature , Issue 438, 900-1, 15 December 2005

Intel Open innovation also works in profit pursuing companies. 他的優勢並不是研發,而是讓夥伴為他研發的能力 – Leverage the power of distributed knowledge

Open innovation also works in profit pursuing companies.

他的優勢並不是研發,而是讓夥伴為他研發的能力 – Leverage the power of distributed knowledge

Closed Innovation Model 一般公司的研發是垂直式的,而 Intel 是平行的。 垂直式的研發由研發部門主導, 研究成果出爐之後由發展單位開發成產品; 產品可能由公司本身或下游的 OEM 負責生產。 最後,產品由行銷部門出售。

一般公司的研發是垂直式的,而 Intel 是平行的。

垂直式的研發由研發部門主導,

研究成果出爐之後由發展單位開發成產品;

產品可能由公司本身或下游的 OEM 負責生產。

最後,產品由行銷部門出售。

Closed Innovation Model

Intel’s Open University Network University’s basic research usually was not translated into ROI, thus scaled back. But in-house research not to further science Thus, university partners for detecting and launching disruptive innovation Labs adjacent to universities who have track records in collaborating with industries: UC Berkeley, U. of Washington, CMU, and U. of Cambridge Then, Dalian! For cheap labor??? 1 to 1 faculty members and in-house researchers! Each lab has a unique focus next

University’s basic research usually was not translated into ROI, thus scaled back.

But in-house research not to further science

Thus, university partners for detecting and launching disruptive innovation

Labs adjacent to universities who have track records in collaborating with industries: UC Berkeley, U. of Washington, CMU, and U. of Cambridge

Then, Dalian! For cheap labor???

1 to 1 faculty members and in-house researchers!

Each lab has a unique focus

next

Why disruptive innovation Necessary “ success breeds complacency” In-house research leads to existing product improvement, not new lines of business Fail to detect disruptive innovation for competitive advantage return

“ success breeds complacency”

In-house research leads to existing product improvement, not new lines of business

Fail to detect disruptive innovation for competitive advantage

return

Intel’s Research Council Intel has no formal research organization Focus on facility, equipment, and processes to develop the research Research council leads the university partnership Directly interact with the students they fund To know which approach is promising To transfer university research back to Intel

Intel has no formal research organization

Focus on facility, equipment, and processes to develop the research

Research council leads the university partnership

Directly interact with the students they fund

To know which approach is promising

To transfer university research back to Intel

Intel’s Capital Internalize gatekeepers Market ecosystem – with hardware vendors Marketing effort Technology cooperation Capital investment Process innovation Fab not lab internally

Internalize gatekeepers

Market ecosystem – with hardware vendors

Marketing effort

Technology cooperation

Capital investment

Process innovation

Fab not lab internally

How Intel’s Model Different

Open Innovation pre-Web 2.0

Open Innovation post-Web 2.0

IBM IBM 每年大約花上一百萬美金發展 Linux , 其中五十萬是發展只對 IBM 自己有用的產品 另外一半則是對 Linux 一般性功能的提升。 全球發展 Linux 的經費每年大約是九百萬,其中也是一半用於一般性效用。 如此看來, IBM 在 Linux 上的投資是一百萬,但所得到的效益卻值五百萬。

IBM 每年大約花上一百萬美金發展 Linux ,

其中五十萬是發展只對 IBM 自己有用的產品

另外一半則是對 Linux 一般性功能的提升。

全球發展 Linux 的經費每年大約是九百萬,其中也是一半用於一般性效用。

如此看來, IBM 在 Linux 上的投資是一百萬,但所得到的效益卻值五百萬。

Why Not Be a Free Rider? 最重要回饋的就是成為研究社群的主導者,而這個研究社群是以全球為範圍。 當社群有了新的發現,主導者自然享有一定的分量。 他擘畫願景、規劃方向、提出問題、拋磚引玉,最後收割。這些都不是搭便車可以得到的好處。

最重要回饋的就是成為研究社群的主導者,而這個研究社群是以全球為範圍。

當社群有了新的發現,主導者自然享有一定的分量。

他擘畫願景、規劃方向、提出問題、拋磚引玉,最後收割。這些都不是搭便車可以得到的好處。

Why Not Be a Free Rider? 透過 Web 2.0 ,研究平台全球化、研究社群更具有自主性,個別研究主題之多寡、研發者興趣的動向,正可以做為判斷市場趨勢的依據,如此降低市場風險。

透過 Web 2.0 ,研究平台全球化、研究社群更具有自主性,個別研究主題之多寡、研發者興趣的動向,正可以做為判斷市場趨勢的依據,如此降低市場風險。

Open Innovation Open Innovation is the innovation of innovations.

Open Innovation is the innovation of innovations.

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