Open innovation: new product development essentials from the PDMA 9781118770771, 9781118770788, 9781118770856, 9781118947166, 1118770773, 1118770781, 1118770854, 1118947169

Table of contents :
Part 1. Open Innovation in the Fuzzy Front End --
Part 2. Open Innovationin the Development Stage --
Part 3. Open Innovation with Universities --
Part 4. Open Innovation for Really Big Initiatives --
Part 5. Best Practices and Advice for Open Innovation. Introduction: The Journey into Open Innovation --
Why Open Innovation? --
Perspectives on Open Innovation --
Essential Tools for Open Innovation --
About the Editors --
Endnotes --
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Part 1. Open Innovation in the Fuzzy Front End --
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1. De-bottlenecking Open Innovation: Turning Patent-Based Technology Network Analysis into Value --
1.1. Methods of Patent Analysis and Data Mining --
Patents as a Lead Indicator of Innovation --
Network Analysis Tools and Relevant Features --
Applications of Patent Analysis --
1.2. Patent Analytics for Identifying Open Innovation Partners --
Technological Competence Mapping and Gap Analysis --
Geographic Proximity Analysis --
Understanding Cooperation Networks through Co-Inventor Analysis --
1.3. Nanotechnology Case Study --
1.4. Conclusion --
References --
About the Contributors --
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2. Open Foresight Workshops for Opportunity Identification --
2.1. Corporate Foresight Workshops and Processes --
2.2. Opening Up the Foresight Process --
2.3. Stages of Opening Up the Foresight Process --
Family: Integrating (Selected) Internal Experts (Stage I) --
Friends --
Strangers: Integrating Unknown External Sources (Stage IV) --
2.4. Pitfalls to Avoid --
Assuming Participants Are Naturally Motivated to Contribute --
Emphasizing the First and Overlooking the Next Steps --
2.5. Keys to Success --
Pre-foresight --
Recruitment --
Generation --
Integration --
2.6. Conclusion --
References --
About the Contributors --
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Part 2. Open Innovationin the Development Stage --
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3. Keeping Up with the Virtual Voice of the Customer-Social Media Applications in Product Innovation --
3.1. Introduction --
3.2. The Voice of the Virtual Customer --
3.3. The Social Media Phenomenon --
Relevance and Definition of Social Media --
Forms of Social Media --
3.4. Social Media in New Product Development --
General Overview --
Level 1: Listening to Customers --
Level 2: Dialogue with Customers --
Level 3: Integration of Customers --
Benefits and Risks --
3.5. Success Factors --
Internal Success Factors --
External Success Factors --
3.6. Conclusion --
References --
About the Contributors --
Acknowledgments. 4. Prediction, Preference, and Idea Markets: How Corporations Can Use the Wisdom of Their Employees --
4.1. Introduction --
4.2. Virtual Stock Markets in Corporations: Prediction, Preference, and Idea Markets --
Conceptual Model of a Virtual Stock Market --
Accuracy --
Accessible Information --
Truth-Seeking Trading Behavior --
Domain Knowledge --
Trading Experience --
Number of Participants --
Participation Incentives --
Idea Entry Restriction --
Pricing Algorithm --
4.3. How Well Do Prediction, Preference, and Idea Markets Work in Corporations? --
Prediction Markets --
Preference Markets --
Idea Markets --
4.4. Implementing a Stock Market in Corporations --
Prediction Markets --
Preference Markets --
Idea Markets --
4.5. Choosing a Virtual Stock Market Software Platform --
4.6. Conclusions --
References --
About the Contributor --
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5. Catalyzing Tacit Knowledge Exchange with Visual Thinking Techniques to Achieve Productive Open Innovation Collaborations --
5.1. Introduction --
5.2. Visual Thinking Introduction --
Visual Thinking: An Overview --
Two Branches of Visual Thinking --
Visual Thinking: Background --
How Visual Thinking Is Different --
Benefits of Visual Thinking --
5.3. Visual Thinking and Open Innovation Endeavors --
Open Innovation and NPD --
Joint Innovation Success and Tacit Knowledge Exchange --
How Visual Thinking Supports Productive Collaboration --
Advantageously Directing VT to Drive Innovation --
5.4. Understanding the Tacit Knowledge Exchange Challenges --
Overview of TKE Challenges (Figure 5.4) --
Tacit Knowledge Exchange Challenges: Causes and Insights --
TKE Challenge 1: Transforming Individual Expertise to Collective Understanding --
TKE Challenge 2: Generating Trust --
5.5. Using Visual Thinking in OI Teams --
Graphic Group Processes --
Graphic Group Processes in Practice --
Knowledge Modeling --
Knowledge Modeling: In Practice --
Graphic Group Processes versus Knowledge Modeling: A Comparison --
5.6. Conclusions --
Resources --
References --
About the Contributors. 6. User Collaboration Through Private Online Communities --
6.1. Introduction --
6.2. From Crowd-Everything to Co-Everything --
6.3. Crowdsourcing, Co-creation, and Structural Collaboration --
6.4. Private Online Communities --
Uncover New Insights --
Generate and Craft Ideas and Concepts --
Prototype and Prelaunch the Proposition --
Impact --
6.5. How to Get Started with Private Online Communities --
Step 1: Define Your Objectives --
Step 2: Select the Right Technology --
Step 3: Recruit the Right Participants --
Step 4: Engage Your Participants --
Step 5: Set Up Your Interaction Guide --
Step 6: Manage the Interaction --
Step 7: Analyze the Results --
6.6. Conclusion --
References --
About the Contributors --
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Part 3. Open Innovation with Universities --
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7. Collaborative Innovation Across Industry-Academy and Functional Boundaries: How Companies Innovate with Interdisciplinary Faculty and Student Teams --
7.1. Introduction --
What Is the Interdisciplinary Product Development Model? A Brief Overview --
7.2. The IPD Model: Resolving Major Open Innovation Challenges --
Overcoming Challenge 1: How IPD Creates Functional Integration and Stability in Open Innovation Teams --
Overcoming Challenge 2: Ensuring Complete Problem Domain Definition and Exploration --
Overcoming Challenge 3: Integrating Actionable Outcomes into the Partnering Company --
7.3. Concept Prototypes: Virtual and Physical --
Concept Prototype Example: Multigenerational Kitchen Space --
Concept Prototype Example: Portable Hydration Space --
7.4. Conclusion --
References --
Appendix A --
Appendix B --
Appendix C --
Appendix D --
Appendix E --
About the Contributors --
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8. Open Innovation: A Framework for Collaborative Product Development between Industry and Universities --
8.1. Introduction --
8.2. Open Innovation Program --
Structure of the Collaborative Partnership --
8.3. A Framework for Open Innovation between University and Industry --
Selecting the Project --
Initiating the Project with the University --
Working with the University --
8.4. An Example of an Open Innovation Project --
Design of a Lighting System for Hi-Tech Underground Pipe Profilers --
8.5. What Industry Partners Can Expect from Open Innovation Projects --
8.6. Challenges in University-Industry Collaborations --
8.7. Company Feedback from Industry Partners --
8.8. Keys to Success --
8.9. Pitfalls to Avoid --
8.10. Benefits of the Open Innovation Program --
8.11. Conclusions --
References --
About the Contributor --
Appendix A --
Appendix B --
Appendix C --
Appendix D --
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Part 4. Open Innovation for Really Big Initiatives. 9. Open Innovation as a Discovery Solution for Confronting the Extraordinary Challenge --
9.1. Surfing on Innovation Impact Waves: The Source of the Really Big Problem --
9.2. Process, Purpose, and Payoff --
Stage 1: Identifying the Need and a Motivated Champion in Medical Waste --
Stage 2: Diagnosis of the Problem and Design of a Process for an Orphaned Pharmaceutical-ReVia® --
Stage 3: Building a Collaboration to Help Understand the Kitchen of the Future --
Stage 4: Chartering a Bridge to "Coopertition" Between Finance Giants --
Stage 5: Shared Discovery as a Tool to Forecast and Encourage Technology Development-Moldless Forming --
Stage 6: Collaborative and Independent Action in Diabetes Care-Project IMPACT --
9.3. Conclusion --
Considerations --
References --
About the Contributor --
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Part 5. Best Practices and Advice for Open Innovation --
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10. How to Work With Small Companies to Expand Your Open Innovation Capabilities --
10.1. Introduction --
10.2. Definitions --
10.3. Background of Open Innovation --
10.4. Two Paths: The Intraprenurial Organization versus the Outsourced Organization --
Small Companies Are Agile in Adapting to Changes in the Environment --
Small Companies Are Quick at Decision Making --
Small Companies Have a "Do or Die" Mentality --
Small Companies Often Are More Able to Retain Their Human Capital --
What Can a Large Company Learn from a Small Company? --
10.5. How to Build Entrepreneurship within a Large Corporation --
What to Look for in Your OI Partner --
10.6. Why Working With Small Companies Is Important --
Best Practices When Working With a Small Company --
10.7. Conclusion --
Takeaways --
References --
About the Contributors --
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11. Boosting Open Innovation by Leveraging Big Data --
11.1. Open Innovation and Big Data --
11.2. Big Data Applications in Today's World --
11.3. Big Data Analytics in Action --
Big Data to Boost Open Innovation --
11.4. Keys to Success and Pitfalls to Avoid --
11.5. Conclusions --
References --
About the Contributors --
Acknowledgments --
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12. American Productivity and Quality Center Best Practices Study: Using Open Innovation to Generate Ideas --
12.1. Open Innovation Best Practices Study --
12.2. Open Innovation Best Practices --
12.3. Eleven Best Open Innovation Practices --
Open Innovations Strategy --
Open Innovation Roles --
Open Innovation Processes --
Open Innovation Measurement and Improvement --
12.4. Open Innovation Enablers --
12.5. Conclusion.