FROM TECHNOLOGY TO VALUES The Challenge of Open Innovation
Riccardo Varaldo Civita Castellana, 27 May 2009
FROM TECHNOLOGY TO VALUES The Challenge of Open Innovation
Riccardo Varaldo Civita Castellana, 27 May 2009
* The crisis – recession: distinctive features “The 2009 crisis will be the worst recession over the last
50-60 years for nearly all European countries” (Ecofin) We are faced by a crisis that is simultaneously: a global crisis (worldwide) a prolonged crisis a deep and entrenched crisis a crisis of the systemic type
* Factors helping Italy to face the crisis Over the last ten years, Italy has grown less than the EU average, but
in a healthy way Italian banks are more solid than others and are handling the financial crisis better Italian families have fewer debts than families in other countries Manufacturing industries are still the keystone of the Italian economy In recent years, leading Italian companies have developed and consolidated abroad Amongst SMEs, a significant group of medium-size firms has emerged, focusing on international markets
* Sweden Japan United States Germany France EU-27 United Kingdom Italy Gross domestic expenditure on R&D (GERD) as percentage of GDP Source: OECD
* Source: OECD Global investments in R&D, 2006 Fonte: OECD Italy (2004) 20
*
Source: OECD Researchers in R&D, 2006
*
Priorities for the future – Look beyond the crisis -
Modernise the country Safeguard the excellence of Italian manufacturing industries, especially the innovative, exporting SMEs Accelerate Italy’s entry into the knowledge economy, giving space to innovation and internationalisation, using leading firms as levers Carry out a thorough reform of training systems in order to prepare
people for the new jobs of the future Encourage top universities to work with companies in a systemic way; and foster incentives to set up new technology-based companies Promote modernisation and efficiency in the public administration Speed up investments in infrastructures and public works
*
Trends and opportunities for long-term development Security
(e.g. of citizens, food, critical infrastructures) Pervasive digital technologies Eco-sustainable industrial growth Energy: “clean”, renewable, low cost Human capital
(e.g. giving value to talent, meritocracy, ethics) External opportunities Internal opportunities New frontiers of science and business
* Source: Chesbrought 2003 Closed versus open innovation
* The Open Innovation Model
* Leading Edge
USA, Wichita
Spirit AeroSystems 47 46 44 43 41 48 Wing Box
Japan
Mitsubishi Fixed Trailing Edge
Japan
Kawasaki Wing Tips
South Korean
Korean Air Lines Moveable Trailing Edge
Australia
Hawker de Havilland Forward Fuselage
USA, Wichita
Spirit AeroSystems Fuselage, Wheel Well
Japan
Kawasaki Center Fuselage
Italy
Alenia Aft Fuselage
USA, Charleston
Vought Horizontal Stabilizer
Italy
Alenia Vertical Fin
USA, Puget Sound
Boeing - Frederickson Main Landing Gear
Japan
Kawasaki Center Wing Box
Japan
Fuji Wing-to-Body Fairing
Canada
Boeing - Winnipeg Engines
USA
General Electric Engines
UK
Rolls Royce FLYING FROM THE FOUR CORNERS Boeing 787 work package
Drivers for open innovation
* GLOBALISATION BOOSTING COMPETITION SUPPORTING SCIENTIFIC-TECHNOLOGICAL PROGRESS ADVANCING INFORMATION AND COMMUNICATION TECHNOLOGIES (ICT) ’ THE GROWING COMPLEXITY OF NEW TECHNOLOGIES AND KNOWLEDGE THE INCREASING INTEGRATION OF DIFFERENT TECHNOLOGIES THE GROWING COSTS AND RISKS OF INNOVATION THE SHORTENED LIFECYCLE OF PRODUCTS
Advantages of open innovation
* OPPORTUNITIES FOR USING EXTERNALLY DEVELOPED R&D ’ BASE EXTENSION OF NEW IDEAS AND TECHNOLOGIES REFOCUSING INTERNAL RESOURCES ON ACTIVITIES OF GREATER INTEREST ’ INCREASING PAYBACK OF INTERNAL R&D BY SELLING OR LICENSING
INTELLECTUAL PROPERTY, OTHERWISE UNUSED A SENSE OF URGENCY FOR INTERNAL GROUPS TO DEVELOP IDEAS
AND TECHNOLOGIES OPPORTUNITIES FOR SAVING RESOURCES BY EXTENDING CORE BUSINESS
AND CREATING NEW GROWTH PROSPECTS CREATING AN INNOVATIVE CULTURE THROUGH ONGOING
EXPOSURE TO EXTERNAL INNOVATORS Source: M. Drocherty 2006
Drawbacks of open innovation
* EXTRA COSTS OF MANAGING COOPERATION WITH EXTERNAL PARTNERS EXCESSIVE DEPENDENCE ON EXTERNAL PARTIES POTENTIALLY OPPORTUNISTIC BEHAVIOUR OF PARTNERS INCREASED COMPLEXITY FOR INNOVATION MANAGEMENT ’ LOSS OF SOME INTERNAL TECHNOLOGICAL SKILLS INCREASED RISK OF TRANSFERRING PROPRIETARY KNOWLEDGE
AND SPILLOVERS TO PARTNERS WHO ARE POTENTIAL COMPETITORS - CRITICAL ASPECTS OF MANAGING INTELLECTUAL PROPERTY
Model of Scientific Research Quadrant
*
Research is based on: Are there considerations about usage? Is there a fundamental new
aspect of knowledge? No Yes No Yes Source: Donald Stokes (1997) Ricerca di base pura (Bohr) Ricerca di base use - inspired (Pasteur) Ricerca di base applicata (Edison) No No Basic pure research (Bohr) Basic use-inspired
research
(Pasteur) Basic applied research (Edison)
Congenial habitat for technology-based SMEs: an ecosystem of functioning innovation
Quadro normativo e regolatorio Reti e infrastrut - ture digitali Industria delle TIC e dei servizi innovativi Sistema dell’istruzione e della formazione Sistema della ricerca e sviluppo Finanza per l’innovazione Strutture organizzative Nuovi media Framework of norms & regulations High-tech
industries Training and
instruction system Funding for innovation Business and
organisational
structures Infrastructures
and services R&D
system Innovation
system *
New generation of SMEs
* UNIVERSITA ’ LABORATORI DI RICERCA COME INCUBATORI SPIN - OFF COMPANIES SEED E VENTURE CAPITAL GRANDI IMPRESE INTERNAL CORPORATE VENTURING INCUBAZIONE DI PICCOLE STRUT - TURE INTERNE SVILUPPO NUOVE IDEE E NUOVI PROGETTI EXTERNAL CORPORATE VENTURING SPINNING - IN SPINNING - OUT SPINNING - OFF UNIVERSITIES ’ RESEARCH LABS
AS INCUBATORS SPIN - OFF COMPANIES SEED AND VENTURE CAPITAL LARGE FIRMS INTERNAL CORPORATE VENTURING INCUBATION OF
SMALL INTERNAL
DEPARTMENTS DEVELOPING
NEW IDEAS
& PROJECTS EXTERNAL CORPORATE VENTURING SPINNING - IN SPINNING - OUT SPINNING - OFF
The Spin-Off Companies from Scuola Superiore Sant’Anna
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