The Open Innovation innovation or open is defined as the intentional use of knowledge inputs and outputs with the objectives of accelerating internal innovation and expand their foreign markets respectively. (Chesbrough, 2003).
With the introduction of Open Innovation, the boundaries of organizations become permeable, allowing the company's resources to be integrated with those of its external collaborators. In the closed innovation model, companies innovate only from their internal resources.
Usually in the innovation process the ideas are analyzed and the best and most promising ones are selected and passed to the development and marketing agencies successively. The less promising ideas are abandoned.
What distinguishes open innovation from a closed innovation process is that in the latter all ideas, inventions, research and developments are generated within the company until the final product is launched on the market.
However, with Open Innovation the company can make use of external competences (for example, technology) and even allow other organizations to develop products based on their innovations.
Under an open innovation model, there is a large activity of knowledge input within the organization, which translates into collaborative projects with external partners or the purchase and incorporation of external technologies. At the same time, innovations arising from the company itself can be sold in the form of technologies and / or industrial property to other organizations, either because they are not of strategic importance within their business model, or because the company does not have the capacity or experience to develop it by itself.
The end result is that some products reach the market through a totally internal route, from the idea phase to the marketing phase, while others are the result of the incorporation of external knowledge during the different phases of their development.
There is undoubtedly clear evidence of the advantages of opening the innovation process to ideas and knowledge, in both directions.
We can summarize them in the following:
* Reduction of time and cost of innovation projects.
* Incorporation of solutions and innovations in the form of ideas, patents, products and technologies that would never have been developed by the company due to lack of time, knowledge and / or technological means.
* Commercialization of innovations that due to high capacity or for strategic reasons do not have an outlet on the market through the organization itself.
To introduce Open Innovation, the existence of virtual innovation intermediaries such as Innoget is necessary. Through their Market place, and with minimal resources in relation to other systems, organizations remain connected to this external knowledge network that is so necessary for the implementation of open innovation.
Innoget, with its unique model of Challenges and IBoxes, makes a meeting point between both organizations and the scientific and technological community available. If you want to discover why Innoget is different, check out the latest opportunities published in our Open.
