TEDxESADE – Henry Chesbrough – Open Services Innovation


– Open Services Innovation
– Rethinking your business as a service company
– Co-create with customers
– The value of openness
– New business platforms and business models

About Henry Chesbrough:
Henry Chesbrough is a Professor at ESADE and father of the term ‘open innovation’, one of the concepts behind the creation of ESADE Creapolis. He is currently Adjunct Professor and Executive Director of the Center for Open Innovation at the Haas School of Business at the University of California, Berkeley.His research topics include: innovation in organisations; the structuring and management of research and its development; management of intellectual property; technology based on benefits of venture capital companies; the comparative evolution of high-tech industries in the United States, Japan and Western Europe.

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Reading @Blogging Innovation: Voice of the Emergent Customer

Blogging Innovation: Voice of the Emergent Customer – Innovation blog articles, videos, and insights.

Voice of the Emergent Customer

by Drew Boyd

Voice of the Emergent CustomerAre some customers better than others at developing new concepts? Professor Donna L. Hoffman at the University of California Riverside thinks so. Emergent customers have a unique ability to “wrap their head” around a new concept and improve it. She created a scale to identify them so companies hear the voice of the ‘right’ customer during new product development.

Emergent customers are better at imagining how concepts address latent unmet needs. Dr. Hoffman describes it as a “unique constellation of personality traits and processing abilities that enables such consumers to engage in a synergistic process of visualization and rationalization to improve product concepts.” Those characteristics are:

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Can you identify when collaboration is bad for you(r company) (book & video hint)

Can you identify when internal collaboration is bad for your company?

Do you create cross-unit collaboration for collaboration’s sake?

Internal collaboration is almost universally viewed as good for organisations.

Leaders routinely challenge employees to tear down silos, transcend boundaries, and work together in cross-unit teams. Yet, while some collaborative efforts achieve spectacular synergies, many actually backfire, wasting time, money and resources. Why does this happen and how can you avoid it?

Based on 15 years of research, Professor Morten Hansen’s new book, Collaboration: How Leaders Avoid the Traps, Create Unity and Reap Big Results, provides leadership with a very solid underlying ‘management architecture’ to help make decisions on collaborative efforts.

Deciphering when to collaborate – and when not to – is the first critical step in disciplined collaboration.

In his book, Professor Hansen highlights common collaboration traps that managers must avoid, and identifies four major barriers to successful collaboration –

  • the ‘not-invented here’ syndrome,
  • hoarding,
  • search problems,
  • and transfer issues

showing leaders how to spot them.

We asked Professor Hansen to tell us about his research and conclusions, and how organisations can reap big results from successful collaboration. Read on.

‘Whether you’re shipping your first product or leveraging the scale of a global enterprise, Hansen understands that effective collaboration requires discipline and active leadership. His book highlights when and how to collaborate to drive better outcomes. Even more importantly, he identifies when and how not to collaborate. There are lessons in this book for every leader.’ Todd Bradley, Executive VP, Hewlett-Packard Personal Systems Group.

For more information and to buy a copy of the book online, visit the website. Assess how your company or unit measure up according to the principles of disciplined collaboration as described in the book, click here. T

Watch a short video on INSEAD Knowledge with Professor Hansen, click here

Read more at http://www.insead.edu/alumni/newsletters/June2009/MortenHansen.htm

Harvard Business Review has published ‘When Internal Collaboration Is Bad for Your Company’, by Professor Hansen. For more information and to buy a copy online, click here.

About the author

Morten T. Hansen is Professor in Entrepreneurship at INSEAD and also at the University of California, Berkeley. Prior to INSEAD, he was a professor at Harvard Business School, Harvard University, for a number of years.

Professor Hansen’s research has focused on collaboration, family business, innovation, corporate transformation, and building great companies. It has been published in leading international journals, including Administrative Science Quarterly (ASQ), Strategic Management Journal, Organization Science, Academy of Management Journal, Harvard Business Review, Sloan Management Review, among others. Professor Hansen is the winner of the 2005 ASQ award for having made exceptional contributions to the field of organisation studies.In addition to his academic career, Professor Hansen was also a senior management consultant for a number of years in the London, Scandinavian and San Francisco offices of the Boston Consulting Group. He consults regularly to large global companies in the US and Europe and is a noted speaker at senior executive and in-company conferences.

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