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16-Dec-09
1
Intermediaries for Open Innovation and
Technology Intelligence
Dr Letizia Mortara
13 November 2009
OECD, Paris
Talk overview
• The context
– Open Innovation
– Technology Intelligence
• The problem
– Who are they?
• An example of how they could be helpful
– Kodak European Research
16-Dec-09
2
Docherty, M. (2006), Primer on ‘Open Innovation’: Principles and Practice, pdma (Product Development and Management Association) Vision (April 2006),
pp.13-17.
Chesbrough, H. (2003), Open Innovation: The New Imperative for Creating and Profiting From Technology, Boston: Harvard Business School Press.
Technology Intelligence is the ‘eyes’ and ‘ears’
needed for Open Innovation
Research Development Commercialisation
Core Market Focus
Company Boundaries
Products in-sourced (e.g. Co-branding)
IP in-licensing
IP out-licensing
Technology Spin-outs
Ideas & Technologies
There are 4 perspectives
Applied Research
& Development
Corporate
Ventures
Procurement
Legal
department
Technology
intelligence &
scouting
Blue sky
Research
Marketing
Finance
Intermediaries: working to
support companies OI
Science parks
University and
Government
programmes Consultancies
HR
OPEN: perspective change
OPEN: services established to
support the OI approachOPEN: always
been open
VCs/Angels etc.
Business Units
Corporate
Science parks
& incubators
Mortara et. al, 2009
16-Dec-09
3
Report
Downloadable from:
http://www.ifm.eng.cam.ac.uk/service/books/form_oi09.html
How would we build a Technology
Intelligence system?
Kerr et al., (2006)
16-Dec-09
4
Intelligence is sourced through social networks
• Published information:
Pros:
– depth of information
Cons:
– difficult to search (information has to be structured),
– ‘old’ information,
– source reliability issue.
• Information from direct contact:
Pros:
– ‘newer’ information,
– easier evaluation of source’s quality,
– information is digested to accommodate the audience’s needs – Tacit.
Cons:
– maintaining and creating networks is expensive,
– it is difficult to justify the value of networks,
– it is difficult to make networks explicit (i.e. it seems all down to individuals initiatives and personal contacts).
TI networks: intermediaries, a key element
A company can
increase the number of
contacts whilst
maintaining and
increasing selectivity.
1) direct the information
towards the company
2) diffuse the company’s
requirements into their
networks.
COMPANY
Company 2
Start-up
Start-up
Start-up
Start-up
Start-up
Start-up A
Start-up
Start-up Start-up
Start-up
University
University
University
University
University
R&D Centre
Company
3
Company
4
Company 5
Intermediary 1
Intermediary 2Intermediary 3
Intermediary 4
Connection to
information source
obtained through
intermediary
Direct connection
to information
source
Representation of TI external networks
COMPANY
Company 2
Start-up
Start-up
Start-up
Start-up
Start-up
Start-up A
Start-up
Start-up Start-up
Start-up
University
University
University
University
University
R&D Centre
Company
3
Company
4
Company 5
Intermediary 1
Intermediary 2Intermediary 3
Intermediary 4
Connection to
information source
obtained through
intermediary
Direct connection
to information
source
COMPANY
Company 2Company 2
Start-up Start-up
Start-up Start-up
Start-up Start-up
Start-up Start-up
Start-up Start-up
Start-up AStart-up A
Start-up Start-up
Start-up Start-up Start-up Start-up
Start-up Start-up
University University
University University
University University
University University
University University
R&D Centre R&D Centre
Company
3
Company
3
Company
4
Company
4
Company 5 Company 5
Intermediary 1 Intermediary 1
Intermediary 2Intermediary 2Intermediary 3 Intermediary 3
Intermediary 4Intermediary 4
Connection to
information source
obtained through
intermediary
Direct connection
to information
source
Connection to
information source
obtained through
intermediary
Direct connection
to information
source
Representation of TI external networks
Mortara et al, 2009
16-Dec-09
5
Literature 1/2 - Different terms
– Agents• Technology transfer agents (Matkin, 1990)
– Intermediaries• Innovation intermediaries (Howells, 1997; Chesbrough, 2006; Stewart, 2008)
• Consultants as sector intermediaries (Fincham et al., 2008)
• Technology Market Intermediary (Tiezke, 2008)
• Market intermediaries (Lucking-Reiley and Spulber, 2001)
– Brokers• Knowledge Brokers (Sousa, 2008; Ward, 2009) Specialist Knowledge
Providers (Tether et al.,2008); Virtual Knowledge Brokers (Verona, Prandelli, Sawhney, 2006)
• Innovation brokers (Klerks and Leeuwis, 2008)
• Technology brokers (Roman and Puett, 1983; Rosegger, 1986; Bryant and Reenstra-Bryant, 1998; Hargadon; 2003; Verona et al 2006)
– Knowledge/Technology Transfer• Knowledge Transfer Networks (Bond et al., 2004)
– Knowledge Intensive Business Services (Howells 2006)
– Bridger (Bessant and Rush, 1995; Burt 2004)
Literature 2/2 – Approaches and uses of
intermediaries
• Nambisan and Sawhney (2007). A Buyer’s Guide to the Innovation Bazaar
– For looking for inventions • Patent brokers, Licensing agents, Idea scouts, Invention capitalists, Internet marketplaces (also Chesbrough, 2006;
Lichtenthaler and Ernst, 2008)
– For looking for market-ready ideas• Innovation capitalists that invest in or nurture new ventures for increasing the readiness level.
– For looking for market-ready products• Internal and external business incubators
• Venture Capitalists
• Yusuf (2008) Intermediating knowledge exchange between universities and businesses
– Specialised intermediary e.g.,Technology Transfer Licensing Office
– Financial Intermediary. e.g., VC, Business angel, which also add some business knowledge
– Institutional intermediary which offers incentives and encourages knowledge transfer
• Tether (2008) Uses of intermediaries by types of sector – Private research organisations
– Public science-base
– Universities
– Government Research laboratories
16-Dec-09
6
A case study
Developing technology intelligence strategy at
Kodak European Research: scan & target.
(Forthcoming)
Research Technology Management
Scan Target
An approach from SCAN to TARGET
Collection
of basic
information
on a
country
Identify
intermediaries &
setup visitsVisits to the
targeted
country to
establish social
networks
12
3
Mortara et al. (forthcoming)
Follow-up
with
interesting
research
contacts4
Country Strengths/ Weaknesses Selection Intermediaries:
•National level
• Regional level
• Research centre level
• What technologies are
interesting?
•What is their readiness level?
•How does the research
centre appear?
Collaborations
16-Dec-09
7
Triangulation of intermediaries
Country
Landscape
Document
Speak with
country experts
Contact national
intermediary
Contact regional
intermediary
Contact selected
research groups
• Are there big differences across the country?
•If yes, which are the areas to prioritise?
•Does the conversation with the different country
experts coincide with the info in the country
document?
Ask for expert’s
personal contacts
Use international
networks
Contact local
technology
transfer networks
• What are the strengths of your region?
• What areas have highest concentration of
technology/innovation?
• What infrastructure is present regionally to
support technology transfer?
• We are interested in technology X and Y, which
research groups work in this field?
• What are the strengths of your country?
• What are the most important companies in your country?
• What areas have the highest concentration of
technology/innovation?
• What does your country do to support technology
transfer?
• We are interested in technology X and Y, which research
groups work in this field?
• What technologies does this centre do
which match our needs?
• What’s the cooperation policy of your
centre?
• What technologies are interesting?
•What is their readiness level?
•How does the research centre appear?Each intermediary has a subjective perspective Bias
Asking several intermediaries helps in achieving a more objective perspective
Mortara et al. (Forthcoming)
Our current project
Understand to structure and deploy their external networks:
– Role of networks in TI systems,
– Problems/solutions in setting up networks,
– How intermediaries help improve TI systems,
– Classifying intermediaries:
• What types of intermediary exist?
• How can they help?
• In what circumstances are they most helpful?
OUTPUTS: Practical guidelines for companies
– Criteria for companies on how to select intermediaries
– Guidance for intermediaries on how to improve their services and how to organise their business models