Collaborative/open innovation

We realize that is critical to practice open innovation with extensive collaboration with both external and internal partners. 

To pursue open, collaborative innovation, enterprises simply must find ways to tap into the potential of the skill, talent, and creativity of people from different teams in different organizations across the globe. A company can only be as innovative as the collective capacity of the people who make up its ecosystem. And to attract and retain talented people, a company must enable those people to feel respected, as individuals, as professionals and as members of a team. The company must tmst those people and encourage them to collaborate and innovate with colleagues within and outside the business, driven as much by pride of contribution as by loyalty to the company. 

Open innovation networks. The alignment of programs to drive open innovation. In these programs, snppliers are incented to share new ideas and collaborate with research and development teams to work together to accelerate innovation. 

Keywords Concurrent engineering Collaborative engineering Early supplier involvement Collaboralive/open innovation CE system Production system... 

Later, more downstream processes became involved in CE, like service and disposal. The necessity to incorporate the customer early in the design process was also recognized in the approach called Open Innovation, in which consumers, customers, suppliers, and OEMs collaborate to identify potentially successfiil product ideas. In this way waste in terms of time and cost is reduced considerably by the upfront matching of insights of important stakeholders. 

Knowledge networks and collaborative relationships EngD projects provide benefits at an industry-wide level which could not be captured by one company alone. Knowledge generated by one firm often diffuses into the industry as a whole through collaborative relationships and open innovation, through supply chains or through movement of human capital. 

Within this broad range of activities, in the present chapter are summarized specific findings of the researchers of the University of L Aquila constantly involved to define sustainable reconstmction interventions, in the framework of broad multidisciplinary collaboration, open to the use of innovative technologies and accompanied by valuable training of young scholars. 

As traditionally conceived of, the three pillars of growth - professions, infras-tmcture, and investment - work well for markets that are primarily directed toward product and production process innovation. However, for markets that are directed toward the innovation of business and societal systems and networks, the three pillars must be reconceived in the context of collaborative innovation. For example, professions require both deeper expert thinking and multidisciplinary complex communication skills infrastmcture, both technological and institutional, becomes more open and adaptive and investment, both short-term and long-term, is globally interconnected and interdependent. New opportunities and risks abound. 

While IP ownership is an essential driver of innovation, technological advances are often dependent on shared knowledge, standards, and collaborative innovation. The IP framework must enable both. We must protect truly new, novel, and useful inventions. And we need to recognize that open standards can accelerate the interoperability and expansion of the global infrastructure. Because collaborative innovation is relatively new, the stmcture and processes to accommodate ownership, openness, and access are evolving, and new creative models are emerging. 

Institutions of higher learning must open up and collaborate with industry and government to create a US educational climate and culture that enables innovation to thrive. No institution can go at this alone. It must be a joint stewardship of industry, government, and academia. 

The directional roadmap for R D investment in a global, knowledge-intensive service economies is aimed at building collaborative innovation capacity throughout the ecosystem of entities that participate in the open marketplace. 

Quiturum, led by Goran Henriks, is the learning and innovation hub of Jonkoping. Here staff come together for seminars, open discussion and conversation and here the new ideas are sifted, piloted and evaluated. Staff at Quiturum are usually clinical leaders and champions of quality improvement, though not necessarily senior people. They combine a sense of practicality with an interest in culture, theory and ideas. It is noteworthy that they use very few external consultants (as opposed to collaborators), always seeking to learn the new thinking themselves rather than buy it in. 

Baldwin, C. Y. and Von Hippel, E. (2011], "Modeling a Paradigm Shift From Producer Innovation to User and Open Collaborative Innovation," Organization Science, 22 (6], 1399-417... 

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