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Innovation excellence days.

On January 24 and Janurary 25 I had the honor and the pleasure to participate in the Innovation Excellence Network Meeting hosted and initiated by Hannes Erler (VP Innovation of Swarovski). Participating innovation managers and professionals came from Bombardier, Deutsche Post, Deutsch Bahn, Daimler, Schott, Osram, Siemens, Henkel just to name a few. The meeting was facilitated by inno-focus.  Most recently a Xing Group has been set up to foster the interaction of Network members. The overall meeting ran under the headline of ‘Innovation 2.0 – Processes, Structures, Virtualization’. For all participants the meeting offered intensive and inspiring discussions about new ways to organize the innovation process, to optimize structures for fostering successful innovation and the potential of open and cross innovation.

In an introductory presentation I talked about Open Innovation and some new findings which originate from Sverre Herstad’s and my work. I also talked about that the findings mean that internal capabilities and resources allocated to R&D are important determinantes of innovation success. R&D cannot be (fully) subsituted by open innovation activities. This led to the last part of the presentation introducing social network analysis to the audience as a means to get a better – and different – view on the structure of interaction within the companies. The implications for the innovation process were discussed in the subsequent Q&A session.

The presentation was held in German, hence the slides are also in German titled ‘Die Öffnung des Innovationsprozesses‘.

New draft version of “Product innovation and the complementarities of external interfaces”

Although still being a draft version of our most recent research we progressed quite nicely over the holidays. A draft version of the paper “Product innovation and the complementarities of external interfaces” is now downloadable.

The paper analyzes the effects of external interfacing on innovation success and investigates how different modes of external interfacing mutually influence each other. External interfacing consists of three different activities spanning the firm-boundary in the innovation process: (1) innovation search (2) collaboration for innovation (3) external sourcing. We investigate the complementarity of these three activities in the creation of innovation success using a rich Norwegian data set.

Comments and suggestions are highly welcome.