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A case study work on Leadership in Open Innovation conducted as a MBA dissertation project at Visteon Corporation.
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Leadership in Open Innovation
Examining the influences of Open Innovation (OI) on competencies, control and behavior in R&D environments
Author: Frank Wippich
Affiliation:
MBA Graduate, Henley Business School
Research type: Master Dissertation
Met
hodo
logy
Stati
stics
Methodology / statistics
Method
Company
Strategy
➜ Qualitative research through case study
➜ Visteon Corporation - Cockpit Electronics division
➜ Semi-structured interviews and documentation review
Limitation of this study - strong bias to US operations, single case
* Includes Purchasing, IP management, 3rd party management
Amount of interviews
Geographical distribution
Interviewees
➜ 21 total (13 face-to-face, 8 phone) + 1 pilot (phone)
➜ US: 17, Germany: 3 + 1 pilot, UK: 1
➜ Project managers (6), Architects (6), Senior managers (5), Support* (4)
➜ How do managers effectively build influence, motivation and trust within OI teams across company boundaries?
Blurring boundaries and the emergent leader1. Leadership goes mainstream
The need to foster leadership skills at all team members / levels
2. With the boundaries blurring, the skills converge too Engineering disciplines learn to manage, managers learn the “bits & bytes”
Leaders emerge based on contribution and expertise
Virtual team management skills support OI leadership
3. Leadership becomes a constant balancing act between Strategic operational parameters (interaction, trust, motivation)
Participation control
Adaptation visionary direction
Author: Frank Wippich
OI requires Flexible Leadership with balanced interplay of goal-oriented, engaging and involving leadership style.
Organizational Context
Open Innovation Context Knowledge distributionBlurring boundaries
Culture / business model of collaborating partners
Divergence / convergence Collaboration
Networked organization with centralized coordination Permeable boundaries for improved
knowledge flow
Flexible structures for:resource allocation; information processing;
incentive alignment; monitoring and authority exercise; adaptation and discoveryFlexible business models
Boundary spanning / orchestrating
Foster common purpose / sense
Understand and adapt to objectives of partners
Open communication and information sharing
Cultural sensitivity and diversity
LeadershipDevelop and adapt shared
processes
Ecosystem thinking beyond corporate boundaries throughout organization
Culture of risk taking and experimentation
Definition of clear objectives, deliverables and commercial prospects.
Alignment of corporate and OI processes
Monitoring
Author: Frank Wippich
Goal-oriented
(transactional style)
Involving(participative
style)
Engaging(transforma-tional style)
THANKS MUCH!
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Author: Frank Wippich
