Intermediaries for Open Innovation and Technology Intelligence

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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 1

2 Technology Intelligence is the eyes and ears needed for Open Innovation Research Development Commercialisation IP in-licensing Company Boundaries Products in-sourced (e.g. Co-branding) Core Market Focus IP out-licensing Technology Spin-outs Ideas & Technologies Docherty, M. (2006), Primer on Open Innovation : Principles and Practice, pdma (Product Development and Management Association) Vision (April 2006), pp Chesbrough, H. (2003), Open Innovation: The New Imperative for Creating and Profiting From Technology, Boston: Harvard Business School Press. There are 4 perspectives Marketing Business Units Applied Research & Development Legal department OPEN: perspective change Finance HR Procurement Blue sky Research Corporate Science parks & incubators Corporate Ventures OPEN: always been open Technology intelligence & scouting OPEN: services established to support the OI approach Science parks VCs/Angels etc. and Government programmes Consultancies Mortara et. al, 2009 Intermediaries: working to support companies OI 2

3 Report Downloadable from: How would we build a Technology Intelligence system? Kerr et al., (2006) 3

4 Intelligence is sourced through social networks Published information: Pros: Cons: depth of information difficult to search (information has to be structured), old information, source reliability issue. Information from direct contact: Pros: Cons: newer information, easier evaluation of source s quality, information is digested to accommodate the audience s needs Tacit. 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 Intermediary 2 Company 2 Intermediary 3 COMPANY A Intermediary 4 Company 4 Intermediary 1 Company 3 Connection to R&D Centre information source obtained through intermediary Direct connection to information source Company 5 Mortara et al, 2009 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. 4

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 5

6 A case study Developing technology intelligence strategy at Kodak European Research: scan & target. (Forthcoming) Research Technology Management An approach from SCAN to TARGET Scan Target 1 Collection of basic information on a country Country Strengths/ Weaknesses 2 Identify intermediaries & setup visits Selection Intermediaries: National level Regional level Research centre level 3 Visits to the targeted country to establish social networks What technologies are interesting? What is their readiness level? How does the research centre appear? Follow-up with interesting research 4 contacts Collaborations Mortara et al. (forthcoming) 6

7 Triangulation of intermediaries Country Landscape Document 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 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? Contact regional intermediary Use international networks Contact national intermediary Speak with country experts Contact local technology transfer networks What technologies does this centre do which match our needs? What s the cooperation policy of your centre? 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 Each intermediary has a subjective perspective Bias Asking several intermediaries helps in achieving a more objective perspective Mortara et al. (Forthcoming) Contact selected research groups What technologies are interesting? What is their readiness level? How does the research centre appear? 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 7