COLLABORATIVE NETWORKS AND INNOVATION · 2020-05-28 · Management of distributed innovation processes ©L. M. Camarinha-Matos,2014©L.M. Camarinha-Matos 7 Eschenbächer et al, 2009

COLLABORATIVE

NETWORKS AND INNOVATION

© L.M. Camarinha-Matos© L. M. Camarinha-Matos,2014 1

Luis M. Camarinha-Matos

New University of [email protected]

PhD PROGRAM IN ELECTRICAL AND COMPUTER ENGINEERING

INNOVATION?

COLLABORATIVE NETWORK?


COLLABORATIVE NETWORK?

INNOVATION IN COLLABORATION?

Innovation is creating new ideas and getting them to work.

Innovation must be user-focused.

Innovation is not science or technology.

Innovation creates economical prosperity rather then knowledge.

Innovation is turning an idea into a business success.

INNOVATION?


Innovation is a change in the economic or social environment.

Innovation is the exploitation of an invention.

Exploitation is everything involved in the implementation

or commercialization.

All these descriptions could be composed in a qualitative equation:

Innovation = Invention + Commercialization or Implementation.

[J. Dias, 2010]

Raw ideas provide no benefit, unless pursued toward some end.

The Universal Industrial Success Curve shows a seven stage

segmentation scale of ideas: from 3,000 unwritten ideas, 300 will be

formalized in written form that perhaps leading to one success.

Innovation is not science or engineering, and it is not technology; it is about

taking ideas and developing them into products and services and bringing

them to the marketplace to generate new economic growth.

IDEAS ?


formalized in written form that perhaps leading to one success.

(Greg A. Stevens and James Burley, “3000 Raw Ideas = 1 Commercial Success!” Research Technology

Management, May-June 1997)

IdeaProject

proposalFeasibility Prototype Development

Launching &

commercialization

Hypothesis

& preparation Research DevelopmentCommercial

exploitation

THOUSANDS HUNDREDS TENS 1

FROM IDEA TO MARKET

© L.M. Camarinha-Matos© L. M. Camarinha-Matos,2014 5[J. Dias 2010]

Can this be done by a single organization?

What if it is a SME?

A missing link in innovation

Phase 1Solution proposal

Phase 2Prototype

Phase 3Pre-commercial product/service

Phase 4Commercial

product/service

Phase 0Research


Innovation

“no man’s

land”

Research push Market pull

http://www.lisbonregionsnetwork.eu/main.php/Niitamo%20brussels09.ppt?fileitem=2474332

Management of

distributed innovation processes


Eschenbächer et al, 2009

Inspired by Arthur D. Little 2006

INNOVATION & COLLABORATION

Creation of new value …

by confrontation of ideas and practices,

Innovations are increasingly brought to the market by networks of enterprises, selected for their unique capabilities, and operating in

a coordinated manner


by confrontation of ideas and practices,

combination of resources and

technologies, and creation of synergies

� INNOVATION

Particularly important for SMEs!

… but this demands that companies develop different skills, in particular,

the ability to collaborate with partners to achieve good innovation

performance

COLLABORATION – WHY?


“can’t do alone”

“size”

“survival”

A classical supply chain

NETWORKS IN INDUSTRY


Example: Automotive industry

Long-term, quasi-“stable”, coordinated

Movie industry

EXAMPLE OF CN

© L.M. Camarinha-Matos© L. M. Camarinha-Matos,2014A typical example of a dynamic, temporary network

“A virtual enterprise is a temporary alliance of enterprises that come together to share skills or core competencies and resources in order to better respond to business opportunities, and whose cooperation is supported by computer networks.”

VIRTUAL ENTERPRISE – A “CLASSICAL” DEFINITION


OTHER EXAMPLES OF CN

Elderly telecare

Healthcare


HealthcareSocial securityPoliceInsurance...

OTHER EXAMPLES OF CN

Virtual Teams

Professional Virtual Communities


Network

APPLICATION IN CIVIL SERVICES

Advances in the technology rises the citizen’s demands for better

and easier use of civil services, recently addressed by virtual civil

/ municipality organizations (e-gov net)

To give the appearance of a single organization to the

citizens, while encompassing services provided by:


City Hall, Municipal Water/Electricity distribution,

Internal revenue, Public leisure facilities, Cadastre, etc.

Recently spread to virtual education organizations and virtual

institutes

constituting a number of educational institutes (or even

individuals) providing a joint educational program

The paradigm is now spreading into

• Tourism

• Insurance

• Transportation

• Consultation

APPLICATION IN OTHER SERVICES


• Disaster rescue

• European borders protection

• Accounting/financial support

• Legal support

• Smart grid

• ...

Participation in a collaborative network has the potential of

bringing benefits to the involved entities:

EXPECTATIONS

“Survivability” in a context of market turbulence

Acquisition of a larger dimension


Access to new / wider markets and new knowledge

Sharing of risks and resources

Joining of complementary skills and capacities

focus on core competencies while keeping a high level of agility

Better achieving common goals by excelling individual capabilities

etc.

COLLABORATION MOTIVATION

“can’t do it alone”

“survival”“size”

Coping with market turbulenceIncrease chances of survivalIncrease activities / profitBetter chances to compete with larger companiesLobbying & market influence (branding / marketing)Easier access to loansCheaper group insurance


Cheaper group insuranceBetter negotiation power(e.g. Joint purchasing)Prestige, reputation, referenceAccess to /explore new market /product(e.g. Multidisciplinary sector)Expand geographical coverageIncrease potential for innovationEconomy of scaleDevelop brandingAchieve (global) diversity...Also regional strength

Examples of

motivation

factors

HISTORICAL PERSPECTIVEIn

ter

en

terp

rise

Inte

gra

tio

n

level

Extended enterprise

Virtual enterprise

SCM

ICT in industry

Collaborative Network

Service-oriented

architectures

VO breeding environment

& Business ecosystem

Virtual organization Glocal enterprise

Sensingenterprise

Social enterprise


1970s 1980s 1990s 2000s

Intr

aen

terp

rise

Sh

op

flo

or

Extendedcontroller

Automationisland

FMS/FAS

CAD/CAM

CIM

IMS

Anthropocentric

systems

Balanced Automation

Fractal company

Holonic systems

Virtual manufacturing

Autonomous systems

Lean manufacturing

Agile systemsEvolvable systems

Self-organizingsystems

architectures

Enterprise

portal

Machine & sensornetworks

Learning organization

Cloud

Enterprise

2010s

enterprise

Product-Service

Systems

CRM / xRM

CPS

COLLABORATIVE NETWORK

WHAT IS IN A CN ?

Variety of entities - organizations and people … even machines

largely autonomous


largely autonomousgeographically distributedheterogeneous in terms of their:

operating environment, culture, social capital and goals

Collaborate to (better) achieve common or compatible goals

Interactions are supported by computer network.

COLLABORATION REQUIRES PREPAREDNESS !

According to some empirical studies failure to achieve successful collaborations

nearly reaches 50 % of the cases !


cases !

(Kelly et al., 2002),

(Bamford et al., 2004),

(Blomqvist et al, 2005)

Diverse business practices

Different cultures

Heterogeneous infrastructures

Trust building takes time

Long negotiation times

Communication “overheads”

...

COLLABORATIVE NETWORKS – Main classes

VO

Temporary(Opportunity

Driven)

Virtual Organization

VTVirtual Team

© L.M. Camarinha-Matos© L. M. Camarinha-Matos,2014

VBE

Long - termstrategy

VO BreedingEnvironment

PVC

ProfessionalVirtual

Community

SOME EXAMPLES OF VBEs

Metal-mechanics sectorSwitzerland, Germany

Watch industry sectorSwitzerland, China

netWork Oasis / Science ParkFinland

Engineering & ManufacturingMexico Telecommunications sector


Aeronautics sectorSpain

Aeronautics sectorGermany

Metal-mechanics sectorSpain

Electronics sectorIreland

Mexico Telecommunications sectorItaly

Engineering Finland

TechMoldes

Moulds industry Brazil

Towards a PVC (Examples)

Founded in 1999

About 4500 freelancers & small enterprises


This on-line community has been established to allow you to:

interact and communicate with people who like you, are working towards a better, more accountable, more sustainable future

build citizenship by awakening people to the value social responsibility creates for them by sharing ideas and learn from others

find business partners, investors, promoters, valuable resources, mentors, motivators who can help you achieve your goals

Publish profiles

Submit bid invitations

Search for cooperation

Partners search

Common portal

Till 2001 � More than 1000 projects!

COLLABORATIVE NETWORKS - Taxonomy

Collaborative

Network

Ad-hoc

Collaboration

CollaborativeNetworked

Organization

Goal-oriented

network

Long-termstrategicnetwork


[Camarinha-Matos, Afsarmanesh, 2008, 2012]

VOBreeding

Environment

Continuousproductiondriven net

Grasping opportunitydriven net

Industrycluster

Industrialdistrict

Businessecosystem

Collaborativevirtual lab

Disaster rescue net

Virtualteam

Extendedenterprise

Virtualorganization

Dynamic VO

Virtualenterprise

Supplychain

Virtualgovernment

Collaborativetransportation

network

created_withinDistributed

manufacturingInter-continental

enterprise alliance

Dynamic VE

(Future)Smart grid

Collaborative Innovation Network

ProfessionalVirtual

Community

created_within

WHERE ARE WE ?

ICT Infrastructures

VO Breeding Environments

VirtualOrganizations

© L.M. Camarinha-Matos© L. M. Camarinha-Matos,2014

Organizations

Professional Virtual

Communities

Theoretical Foundation

Concepts?

Methodologies?

Support technology and tools?

Practices? Are we done?

BUILDING BLOCKS

VBE Reference framework:

Elements, TypologiesLife cycleGovernance rules

Working & sharing principles

Value systems:

Value system concept & elements Value system formalization

Benefits networkBag of assets management

VBE management system:

Membership managementSupport information management

Ontology construction & manag.Knowledge discovery/data mining

Trust:

Rational trustworthiness evaluation

Basic mechanisms for trust buildingTrust management

Competency & Profile:

Competency modelCompetency management

Competency discoveryCompetency gap discovery

Network analysis:

Global network analysisProfit / benefit analysis and

estimation methodsBusiness models

Evolution andSustainability

Principles from

organizational ecology

PVC conceptual framework:Main concepts, Actors and rolesLife cycle, TypologiesBusiness drivers and interaction with other organizational formsMain processes

Basic PVC business model:Value objects and metricsBusiness strategyLegal, social, ethical, and societal issues

PVC organization & processesLegal / informal structures

Governance principles & processes

Value-adding processes

PVC management system:Membership managementDocuments and knowledge

managementBasic collaboration toolsVirtual teams creation

Virtual Teams managementVT creationVT managementVT dissolution

Collaborative problem solving:Negotiation, argumentation,

consensus building, task decomposition & distribution, …Conflict / dispute resolution

Collaborative engineering platformsDesign tool sharing & encapsulationShared access to facilities, experiments, labs

& prototyping facilitiesCollaboration supportKnowledge sharing & collabor. learning Digital manufacturingJoint IP sharing and protectionStandards for technical product data exchange

Base collaboration services:CSCW

Document managementForum, chat, billing, etc.

Agent-based approaches:Agent-based enterprise modellingAgent-based infrastructures

Agent-based simulationMobile agent infrastructures

Cloud computing:

IaaSSaaS

PaaS

...

ICT Infrastructures

PVC Management

VBE Management


VO creation framework:VO creation processActors, roles, and functionalities

VO creation services:Collaboration opportunity findingBrokering

VO rough planningPartners’ search and suggestion / selection

Negotiation:Negotiation frameworkNegotiation rooms

Negotiation protocols (agent-based)

e-Contracting:Contract modelsTemplates

e-Notary and electronic institutions

Electronic Service Markets

Preparedness for collaboration:Preliminary assessment

mechanisms

VO governance principles and models:

Management styles

Management levels and actors

Collaborative process specification & modelling:

(Distributed) BP modelling

Process supervisionException handling

Performance management:

Network-oriented performance indicators (collaboration PI)

Performance measurementDistributed data acquisition

Preliminary decision support systems:

Conflict resolution

Financial decision making

Principles of VO inheritance:Lessons learnedAggregated PI

Transfer liabilities / responsibilitiesBenefits / losses / assets distribution

Risk management in VOs:Some preliminary ideas

Self-organization principles:Some preliminary ideas

Interoperability principles and approaches for integration of legacy systems

Interaction with physical world:Linking with devices, sensors, …

Interaction with scientific instruments, machines, …

Internet of Things, RFID, ...

Service Oriented Architecture (SOA)

The main approach for integration of distributed services

Security infrastructures:

Basic security mechanismsAuthentication mechanismsResponsibility policies

Distributed workflow / Business process modeling

and execution engines

Distributed information exchange and sharing :Federated systems

Standards for info exchangeWeb-based document management systems

Modeling basis:

Selection of modeling

approaches and toolsCombination of approaches

Modeling framework:Attempts to extend enterprise

modeling frameworks

Attempts to extend supply chainmodeling frameworks

ARCON framework

Soft modeling basis:Identification of needs & tools -computational intelligence- qualitative modeling

Some modelling experiments

Organizational EcologyReference modeling:

Reference models for VOsARCON reference model for

collaborative networks

Complex models:Trust building modelsValue systems models

Benefits and network-related performance indicators models

Readiness assessment model

Advanced behavioral models

Preliminary attempts to apply complexity theories- Self-organization, emergence,

etc

Affective computingin Collaborative Networks

?

Selection, adaptation,

Competition theory, innovation, Innertia, replication, ...Fitness optimizationFounding and survival

Theoretical Foundation

VO Management

VO Creation / Consortia formation

COLLABORATION, WHEN?


http://www.hbs.edu/research/pdf/07-079.pdf

Cost

Lower costs

Drivers of product / service differentiation (innovation)

Lower labor costs

Lower material costs

Lower supplier costs (joint purchasing)

Lower infrastructure costs

Optimization at system level in spite

of collaboration overheads

Drivers of innovation in collaboration


CompetencyContextualKnowledge

Superior competencies

Contextualknowledge

Rapid access to

capacity

Technical know-how

Process expertise

Domain knowledge

Market access

Supplier relationships

Institutional ties

Government

connections

Lowering time to market and

increasing responsiveness

Access to local knowledge

and local relationships

Pillars of Collaborative Capability

People

Acquisition of soft skills (training) – e.g. Communication and motivation

Evaluation of contributions and rewarding

Reaching common understanding – ontological support, negotiation wizards

Modeling emotional status (network health), managing trust

Orchestration and coordination of distributed teams

Exert influence over resources not under direct control

Traditional processes (e.g. water-fall) not well-suited for distributed teams;

thus new processes and support tools for business services design are needed

ABLE TO COLLABORATE?


Process

Platform

Program

thus new processes and support tools for business services design are needed

Combination of different sub-processes (by different sub-teams)

Understanding the foundations of the co-innovation process & factors

Handling additional processes – e.g. IPR, tracking contributions, rewards

Improve efficiency of distributed work

Facilitate seamless integration

Handling governance rules, knowledge & assets management

Support rapid / agile reconfiguration of network structures / value chains

Cope with technological evolution (logical layer vs. Implementation layer)

Dealing with collaboration at “program”/strategic level (not project by

project basis)

Endogenous / exogeneous features to support long-term cooperation

and dynamic goal-oriented (short-term) collaboration

Learning from experience – monitoring and governance.

Four models of network-centric innovation

Creative Bazaar Jam CentralIn

no

va

tio

nS

pa

ce

Em

erg

en

t

A dominant firm shops for

innovation in a global

bazar of new ideas,

products, and

Individual contributors

coming together to

collaborate in envisioning

and developing an


Orchestra MOD Station

NetworkLeadership

Centralized Diffused

De

fin

ed

products, and

technologiesand developing an

innovation

As musical instruments

need to resonate with

each other, the innovative

contributions of network

members also

complement one another

Communities come

together to innovate

around a well-defined

technology or platform

(MODification)

Manufacturer

Customer

Manufacturer

Customer

Retailer

Customer-direct

collaboration

Manufacturer-driven

collaboration

[Berger et al. 2005]

CUSTOMER INVOLVEMENT


Manufacturer

Customer

Retailer Manufacturer

Intermediary

Customer

Retailer

collaboration collaboration

Retailer-driven

collaboration Intermediary-based

collaboration

CUSTOMER INVOLVEMENT

Co-creationCo-innovation

© L.M. Camarinha-Matos© L. M. Camarinha-Matos,2014 33[Klen 2009]

Network ofManufacturers

CustomersNetwork

CO-INNOVATION NETWORK


InterfaceNetwork

CHALLENGE: Enable collaborative innovation

Extended

Product /service

Design /

Production Enterprise

Customer

What

How Who

Why

ExtendedWhat

TOWARDS CO-CREATION NETWORKS

From customer-centric ...


Production

process

Enterprise Extended

Product /service

Design /

Productionprocess

Co-innovationnetwork

(enterprises + customers)

How Who

... to co-innovation networks

AN EXAMPLECollaboration

scopeManufacturing Life-cycle support

Collaborative

solution space(co-creation playground)

Service provision

space(along PLM)

Cloud-based

pool of resources

Deploy

Product

design

Product model

+ support services

Cy

be

r sp

ace


Pool of

European Manufacturers

Local

supplier

Customer

pool of resources

Geo-region AGeo-region BP

hy

sica

l sp

ace

Cy

be

r sp

ace

AN EXAMPLE ...

Manufacturers network

�Small & relatively stable VBE

�Mostly localed in Europe

�Little overlapping

�Loose interactions?

... Not yet a VBE !Product development

network


... Not yet a VBE !

Customer “network”

�Not clearly organized as a

network

�Local suppliers

�Other entities – R&D, regulators,

etc

network

Product servicing

network

�Virtual enterprise (product life cycle)

�Members from “manufacturers

network” & “customer network”

�Long duration, evolution

Inheritance ?

SERVICE CO-CREATION / CO-INNOVATION

Location: Near desert

Problem: Power loss

due to accumulation

of dirt on the solar

panels (soiling loss)“Involvement of the customer

... and local stakeholders ...

in the process of

collaboratively creating new


Measurement Box

Daily cleanned panelUncleanned panel

Co-creation team

Trigger

panel

cleaning

New service

collaboratively creating new

products / services”

A MIX OF NETWORKS


OPEN INNOVATION

Open Innovation is the process of doing new things with outsiders that deliver value

It’s as much about Attitude

Involvement of people outside core task

Involvement of non-employees


Open Innovation - Sources

• Inside

– Employees in different

divisions…

– Geographies

– Functions

• Outsideo Suppliers

o Customers

o Consumers

o Partners

o Universities & research institutes

o Retirees

o Anybody

Open Innovation stages collaborative climb – who and why

Closed Innovation Closed Innovation –– the lab is the lab is

our world our world

Open Innovation Open Innovation –– the world the world

is our labis our lab

Hire the best and the smartestHire the best and the smartest Recognize that lots of smart Recognize that lots of smart

people work elsewhere, so people work elsewhere, so

find ways to interface with find ways to interface with

themthem

Put them in special conditionsPut them in special conditions Open your networks to diverse Open your networks to diverse

talentstalents


talentstalents

Innovators are free from Innovators are free from

market pressures to innovate market pressures to innovate

from withinfrom within

Innovators are exposed to real Innovators are exposed to real

world needs, pressures and world needs, pressures and

information exchange to information exchange to

innovate by engagementinnovate by engagement

Very pushy Very pushy -- move technology move technology

pipeline from ideas to pipeline from ideas to

products products

Push and Pull Push and Pull -- nonnon--linear linear

process of ideation advances process of ideation advances

products and servicesproducts and services

Delivered to passive customersDelivered to passive customers Delivered to engaged Delivered to engaged

customerscustomers

http://www.flcmidatlantic.org/power_point/2009/Open_Innovation_and_Social_Networking/sorenson_090216.ppt

OPEN INNOVATION ...

Open source communities

Social networks ?


A social network is a description of

the social structure between actors,

mostly individuals or organizations. It

indicates the ways in which they are

connected through various social

familiarities ranging from casual

acquaintance to close familiar bonds.

OPEN INNOVATION ...

A ”Living Lab” is a ...

citizen-business-public partnership operating

Living Labs ? Example:


citizen-business-public partnership operating

in real life/work environment providing

human-centric (user-driven) innovation

service

A living lab is a research concept. A living

lab is a user-centered, open-innovation

ecosystem, often operating in a territorial

context (e.g. city, agglomeration, region),

integrating concurrent research and

innovation processes within a public-

private-people partnership. [Wikipedia]

http://www.livinglabproject.org/

CROWDSOURCING

Crowdsourcing - outsourcing tasks, traditionally performed by an employee or sub-contractor, to an undefined, large group of people or community (a "crowd"), through an open call.

Frequently there is a “prize” for


“Crowdsourcing" - “crowd” + “outsourcing”

Jeff Howe, June 2006Wire Magazine

Frequently there is a “prize” for the winning idea

(prize competitions)

CROWDSOURCING - Examples


http://www2.innocentive.com/


© L.M. Camarinha-Matos© L. M. Camarinha-Matos,2014 46http://www.crowdsourcing.org/



http://www.onebillionminds.com/



http://www.ideahunting.net/(not very active recently)



CROWDSOURCING – Tools (examples)


http://www.crowdengineering.com/

Crowd4Care

Crowd4Any

http://www.crowdtogether.com/

http://ideascale.com/crowdsourcing-tool.html

CROWDSOURCING - ....

Why would people participate?

http://www.hypios.com/concept/pdf-download/id/2


Is it effective?

Is it a collaborative process?

Crowd or individuals?

“Wikipedia seems like a good example of a crowd of people who have created a great resource. But at a conference last year I asked Wikipedia founder Jimmy Wales about how articles were created.

He said that the vast majority are the product of a motivated individual. After articles are created, they are curated--corrected,


individual. After articles are created, they are curated--corrected, improved and extended--by many different people. Some articles are indeed group creations that evolved out of a sentence or two. But if you took away all of the articles that were individual creations, Wikipedia would have very little left. “ Dan Woods, 29-9-2010

http://www.forbes.com/2009/09/28/crowdsourcing-enterprise-innovation-technology-cio-network-jargonspy.html

CROWDFUNDING

Crowd financingEquity crowdfundingHyper funding

The collective effort of individuals who network and

pool their money, usually via the Internet, to support

efforts initiated by other people or organizations[Wikipedia]


http://crowdfunding.com/ http://ppl.com.pt/en

MORE ...

1. Kickstarter

2. IndieGoGo

3. GoFundMe

4. ChipIn

5. RocketHub

6. GiveForward

7. Fundable

8. Crowdtilt

9. Crowdfunder

10. AppBackr

http://crowdfunding.pbworks.com/w/page/10402176/Crowdfunding

Fab Lab - A small-scale workshop offering (personal) digital fabrication

OTHER TRENDS – FAB LAB

Concept was developed in the Center for Bits and Atoms (CBA) of the Massachusetts Institute of Technology (MIT)

Large network: http://fab.cba.mit.edu/about/labs/


Typical fab lab equipment:

� Laser cutter, plasma cutter, water jet cutter, knife cutter:

sheet material cutting

� 3-axis CNC machines: 3 or more axes, computer-controlled

subtractive milling or turning machines

� Rapid prototyper: typically a "3D printer" of plastic or plaster

parts

� Printed circuit board milling: 2 dimensional, high precision

milling to create circuit traces in pre-clad copper boards

� Microprocessor and digital electronics design, assembly, and

test stationshttp://www.fablabedp.edp.pt/

OTHER TRENDS – SOCIAL INNOVATION

Social innovation refers to new strategies, concepts, ideas and organizations that meet

social needs of all kinds — from working conditions and education to community

development and health — and that extend and strengthen civil society. [Wikipedia]


http://www.socialinnovationeurope.eu/

http://www.csrwithoutborders.org/activities/social-innovation-accelerator/

Objective ICT-2013.5.5 Collective Awareness Platforms for Sustainability and Social Innovation

The objective is to stimulate and support the emergence of innovative ICT based platforms for grassroots Social

Innovation, providing societally, environmentally and economically sustainable approaches and solutions to tackle

societal challenges. Such collective intelligence platforms will include collective decision-making tools and innovation

mechanisms allowing and encouraging individual and community creativity, participation and situational awareness.

The vision is that individuals and groups can more effectively and sustainably react to societal challenges by acting on

the basis of a direct extended awareness of problems and possible solutions. To foster this, the objective has an

experimental approach where concepts and tools are developed and verified in real world cases.

A recent Call from the European Commission:

OTHER TRENDS – Hybrid value chains

Hybrid Value Chain (HVC) is a business model that leverages the capabilities

of the business and citizen sectors to enable the delivery of needed goods and

services to low-income populations in a more cost-effective way.


https://www.ashoka.org/hvc

Identify three motivating factors for SMEs to pursue innovation in networks

___________________________________________________________________________________________________________________________________________________

Give two clear examples of contexts in which innovation in networks is

ASSIGNMENT


Give two clear examples of contexts in which innovation in networks is more promising than innovation in-house

__________________________________________________________________________________________________

Can you imagine a scenario of crowdsourcing in collaboration?______________________________________________________________________________________________________________ _______________________________________________________