Planner Reads

Effective implementation of Open Innovation ambitions implies a complex process of organizational change. An accurate change process from relative closed to a predefined state of opennes. With specific attention to people, operations, policy and culture. A carefully considered incremental approach containing appropriate leadership styles, little manageable steps, concrete budgets, and a crystal clear vision on where the organization is heading is pivotal to create an open organization with supporting open culture. To capture this essential but complicated set of input for effective use of Open Innovation we will introduce the Open Innovation Chess Paradigm.

Now that both research and business have extensively experimented with and iteratively analyzed the execution of Open Innovation, a closer look on how to open-up the organization itself is needed. After all, organizations can’t act open on the outside if they’re not open from the inside. Like described in my previous post, the great pitfall of Open Innovation is to reduce the scope of Open Innovation to the output: exploit Open Innovation as a stand-alone project or (marketing) campaign. Once an organization acts open to involve the environment in its innovation process, the organization causes expectations at the environment ...