Having reviewed the high level selection criteria for determining whether internal or external R&D is best for a particular project or program, specific selection criteria are now provided. There are three classes of selection criteria the project team can use in picking the right partner. The first requires segmentation of alternatives by business [...]
Types of Partnerships Working with other companies takes many forms. The figure on “Types of Partnerships” shows the extremes ranging from arm’s-length agreements where there is no interaction other than a purchasing department, up to mergers and acquisitions where an equity stake is taken in the other or newly formed joint venture entity. [...]
Project Partnership Success Rate This brings us to the point of how successful are Open Innovation Initiatives? The metrics on the success rate have varied over the decades. Starting with OI results segmented by an organization’s familiarity with the technology and market fundamentals of a project, the “Project Partnership Success Rate” figure shows [...]
Rate of Investment Heat Map for SMEs Open Innovation Initiatives Another distinction between large and small companies when it comes to OI has to do with the rate at which all entities are investing in the SME’s technology of interest. In this context patent velocity is an excellent analogue for investment rate. The [...]
Heat Map for Large Company Open Innovation Initiatives It is important to make a distinction between the Open Innovation efforts of Large vs. Small Organizations/Enterprises (SMEs). Utilizing the recommended R&D approaches shown in the “Innovation Posture and IP Landscape Sets the Open Innovation Approach” figure, the OI sweet spot for SME’s is at [...]
Innovation Posture and IP Landscape Sets the Open Innovation Approach The “innovation posture” and “patent density” concepts are introduced in order to allow segmentation of R&D and business development initiatives into those which are best or ill-suited for an OI approach. A high level summary of such approaches is shown in the “Innovation [...]
Necessary Competencies Another high level tool for determining which technology to source or divest externally comes from Cambridge Technology Partners and is shown in the “Necessary Competencies” figure. Where a company is competitively vulnerable it is best to partner via Open Innovation to build a defensible position quickly.
Innovation Postures Derived from Market Growth and Relative Share Senior management teams thus need to look at technology needs that reflect the type of growth they want to stimulate. In doing so, they can identify the type of external partners most likely to supply the appropriate technology. Studies on OI continually highlight the [...]
The above posts dealt with the measurement of variation, specifically with Cp and CpK parameters. This section will concentrate on more powerful statistical techniques, generally called Design of Experiments or DOE. They are particularly important in two areas: (1) for resolving chronic quality problems in production, and (2) at the design stage of [...]
The only surefire method to eliminate waste is to design a product and its process so that the parameters of interest to consumers are brought close to the target value or design center. There is no other way to get 100% yields or to achieve zero defects. Once this is done, production becomes [...]
You must be logged in to post a comment.