IBM is reported to have put in place a Global Technology Headlight Venture Network to more efficiently monitor emerging technologies around the world and establish relationships with promising startups. The company selects leading VC firms as partners in each of a dozen technology hotspots. IBM further enhances the ROI of its venture network [...]
This section presents the various forms of sourcing project development work, concentrating on seven channels, or sources, of external concepts. These are shown in the “External Innovation Channels/Sources” figure. The sources of external innovation are listed according to the maturity of the idea or stage of product development the channel or source is [...]
The final segmentation needed in selecting specific external technology providers is to carefully evaluate the technical subject matter expertise, and relationship management maturity level of the supplier. The following "Business Relationship Checklist" provides an outline to use during such evaluations. The checklist is designed for extensive evaluation of major external projects and partners. [...]
Strategic Complementarity of R&D Alliances Another segmentation useful for determining partnership alignment can be derived from the patent portfolios that each participating entity owns. To help managers to determine whether a prospective partner has complementary technological resources and predict the prospect’s commitment level in allocating its resources, Yongrae Cho and Youngwoo Lee applied [...]
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 [...]
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