Open Innovation
Innovation is all about serendipity supposedly. However, real life suggests that it is much more than that. It is important to support implementation of ideas with thoughtful strategy (commercial and technology), good process, balance of internal and external resources, and an organisation that promotes both current business and new growth opportunities. This article was written for the RBS and published in their SME support magazine.
Beyond the well-known and oft-repeated examples, lie deeper questions about how to establish, manage and create value from this approach.
Articles included here outline some key tools, good practice, plus powerful insights into the practical aspects of delivering open innovation and creating breakthrough value for your organisation.
Enhancing the value from technology providers.pdf
Find out how to increase your return on investment from external technology providers. nu Angle has identified crucial elements that often dilute impact from external programs. See if you can identify with some of the challenges we describe. Owing to client demand, we have created a service that addresses this need...
Technology watch is an essential component of an open innovation program. All to often, it is relegated to 10% - 15% of time for a broad group of colleagues. With slightly more focus and structure, productivity improvements and overall results can be significant.
Prospecting good practice Oct 2006.pdf
There is a growing trend toward what is commonly called ‘open innovation’. In this article co-published with Cadbury Schweppes we describe the output of some research on best practice in a wide range of companies.
Thoughts on innovation in consumer goods companies.pdf
Innovation in consumer goods companies is driven principally from Brands. Creating truly innovative products depends on ideas, technology, business models, and consumer insights - all working together. Making this work on a repeatable basis requires a strategy, pragmatic processes, access to the appropriate resources (not all internal), and an organisation and culture that supports entrepreneurial spirit within the context of commercial priorities.
nu Angle Cambridge talk 2 30909.pdf
nu Angle were asked to share its experiences in helping US-based companies partner with European-based technology providers - small companies, technology consultancies, Universities, Government Labs etc. In this presentation we share some practical tips on how to make these partnerships work effectively for all concerned.
