We have talked about the “Rapid innovation” model, creating an external entity dedicated to fast innovation:
flexible, agile, open to new opportunities picked out from the innovation market, driven by “creative tension“, it has strong assets to create and develop new products and associated leadership platform;
in the same time, it maintains coordination with the core company (forging persistent connections between innovators and mainstream operations, and cultivating communication and collaboration skills) and alignement with core co innovation strategy, with a view to engage core co in the targeted innovation following “a line of least resistance“.
“In vitro method” of innovation consists in finding these kinds of people, and letting them free in a flexible framework that I find very compelling:
“Tell them you want them to innovate, give them a budget and some direction to work with, and let them experiment.
Help them select a product concept that is in line with your family of products.
Don’t get in their way, just finance them.
Let them own the vision for their product, but give them deadlines.
Let them start their own company, hold their hands just a little.
Let them produce and start selling when the time is right.
If you want, draft an agreement that lets you buy their company for whatever its value if it all becomes successful later on.”
Open innovation as Henry Chesbrough puts it is “a process that starts with looking outside the organisation as you think about things to do inside. It is about “using other people’s wheels” to get you moving”, and breaking boundaries to look for innovation in the outside world.
collecting from outside and bringing external ideas into a company’s own innovation process; this approach has some comunalities with Futures thinking framework: asking the question, scanning the world, mapping the possibilities, and asking the next question;
developing new business out of collaboration involving companies making their unused ideas and technologies available to others, or sharing their recipe in their industry, finding a path in between collaboration and competition;
creating new business models arising from opening up the process, opening the doors to cocreation, and customer communities driving a business.