MGMT104 Week 6

Open Innovation Model

individual perspective
- motivating individuals
- Not Invented Here (NIH)
organizational perspective
- spillovers were regard as a regrettable but necessary cost of doing RN
- time and cost of traditional innovation
community/open source perspective
- IP and management of community and retaining interest
institutional perspective
- new system, laws etc
Group Discussion Questions
Why did Siemens create an open innovation initiative (what is driving decision to
invest in OI) What perceived problems was the initiative trying to solve?
- Inspired by Lackner, leverage on the expertise of other departments
- Tap on expertise of other departments
- To gain external viewpoints
- Harness talents inside and outside of Siemens
- Leverage the potential of an open network enterprise
- A perceived problem was the decentralized structure and overcome the barriers
of silo thinking
- knowledge sharing, breaking down siloes
- accelerate time to market of innovation
- Human capital resource acceleration
What approaches has Siemens tried?
Change the Culture(address lack of collaboration)
- Innovation Jam Concrete Deliverables
- Technoweb 2.0
- External Knowledge Brokers
- External Contests
What metrics should be used at Siemens to assess the effectiveness of OI? Are
they different for different types of programs? Why?
- Qualitative (Quality of ideas, dialogue, diversity of participation)
- Quality of dialogue: discussion topics raised, potential collaborations, key
suggestions and improvements that can be made
- Quantitative
- Using purely quantitative and qualitative metrics

Which programs went well? Which programs should be discontinued?

Should responsibility for OI be centralised (ie be part of CT) or decentralized (be

part of each business unit)

https://www.wethinq.com/en/blog/2014/03/06/How-to-Measure-OpenInnovation.html

1. Why did Siemens create an open

innovation initiative (what is driving
the decision to invest in OI)? What
perceived problems was the
initiative trying to solve?

2. What approach has Siemens tried

3. What metrics should be used at

Siemens to assess the effectiveness
of open innovation? Are they

- Tap on expertise of other

departments
- To gain external viewpoints
- Harness talents inside and outside
of Siemens
- Leverage the potential of an open
network enterprise
- A perceived problem was the
decentralized structure and
overcome the barriers of silo
thinking
- knowledge sharing, breaking down
siloes
- accelerate time to market of
innovation
- Human capital resource
acceleration
Change the Culture(address lack of
collaboration)
- Innovation Jam Concrete
Deliverables
- Technoweb 2.0
- External Knowledge Brokers
- External Contests
- Innovation Jams
- TechnoWeb 2.0
- External Knowledge Brokers
- Idea Generation Contests
- Internal contests
- Qualitative (Quality of ideas,
dialogue, diversity of participation)
- Quality of dialogue: discussion

different for different types of

programs? Why?

4. Which programs went well?

Which programs should be
discontinued?

5. Should responsibility for open

innovation be centralized (part of
CT) or decentralized (part of
business unit)?

topics raised, potential

collaborations, key suggestions and
improvements that can be made
- Quantitative
- Using purely quantitative and
qualitative metrics
- Idea generation program went well
- Internal competitions went well: It
raised awareness of innovations
within Siemens
- External comps brought in people
with enterprising ideas that actually
manifested into profitable tech for
Siemens
- Innovation Jams should be
discontinued
- Urgent Requests didnt work as
well
- Centralized