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Open Innovation:
A New Approach to Industrial R&D
                                 Henry Chesbrough


        Realização: Open                                  Patrocínio Oficial e
    Innovation Center - Brasil                           Colaboração: Allagi –
                                                        Open Innovation Services




                                    São Paulo, Brasil
                                      22/10/2009
Open Innovation:
A New Approach to Industrial R&D


   Presentation to Open Innovation Conference
                 Sao Paolo, Brazil
                Henry Chesbrough
              Center for Open Innovation
                      UC Berkeley
                  October 22, 2009
The Current Paradigm:
      A Closed Innovation System

  Science
     &                                     The
Technology                                Market
   Base



    Research         Development New Products
    Investigations               /Services
          R             D
                                                3
Xerox’s
  Xerox’s Business Model,
and Project Evaluation Errors




   Designed to minimize “false positive” errors
   Ignores risk of “false negative” errors        4
Chess
• Plan several
  moves ahead
• No new
  information
  needed
• You know what
  you and your
  opponent have
                  5
Poker
• Pay to play
• Pay for new
  information
• Discover what
  other players and
  you have


                      6
Xerox: Great at Chess, Lousy at Poker




                                        7
The Open Innovation Paradigm
                                                    Other Firm’s
                 Licensing                            Market

                             Technology Spin-offs      New
  Internal
                                                       Market
Technology
    Base
                                                      Current
 External                                             Market
Technology
   Base
                    Technology Insourcing
             R                         D                  8
Open innovation in practise
                                         License in


                                                        Spin in

                                                                        Acquire




                                                                               Divest
                                                                    Spin out

                                                      License out

            “The creation of new businesses is a highly dynamic process,
            best represented as a horizontal funnel” (passed in iterative
            steps)
Robert Kirscbaum, DSM: Research & Technology management, July – August 2005
9 C 2002 Henry Chesbrough EIRMA SIG III, 2005-10-20
Open Innovation
                                                                     Other firm´s
                                                                       market

                                                             License, spin                        Our new
                                                             out, divest                          market

      Internal
  technology base




                                                                    Internal/external                 Our current
                                                                    venture handling                    market
                                                      External technology
                                                      insourcing
External technology base

Stolen with pride from Prof Henry Chesbrough UC Berkeley, Open Innovation: Renewing Growth from
Industrial R&D, 10th Annual Innovation Convergence, Minneapolis Sept 27, 2004
2003: We broke up the fortress …




                   Philips Research,Ronald Wolf, 10/08
Bringing in the right partners – Open innovation

 > 75 companies and
 > 7000 people at
 High Tech Campus Eindhoven




                      Corporate                            Research
                      innovators                           institutes



                      Consultancy                          Economic
                      & services                           development
                                                           companies



                              Philips Research,Ronald Wolf, 10/08        12
Venturing timescale longer: keep it apart from business




                                                             Consumer Lifestyle
                                                             Consumer Lifestyle
                                                                                  Healthcare
                                                                                               Lighting
                       Philips Research,Ronald Wolf, 10/08
The expansion of the corporate funnel




        Insourced
        Ideas /Technology                Spin in
                             ODM         Start ups
                                         IP insourcing               OEM   Acquisitions




                Incubators                                                         Spin out
                                        Alliances                IP Licensing

       Front – end                           Development                                  Commercialization

                               Philips Research,Ronald Wolf, 10/08
BP’s challenge in February 2006


• Energy Bioscience looked promising (Senior Executive buy-in)
• How do we meld commercial/technology strength with
  biology/biotech?
  − The company had no bio-expertise
• How to reach out to biology/biotech communities
  − Not a corporate lab!
    − Corporate labs too insular – can’t tap broader expertise in a
      rapidly moving field
    − Where was the Energy/Bio talent pool anyway?
  − Not the usual university research programme
    − BP does many of these and knows strengths/weaknesses
    − Need to facilitate the development, demonstration, and
      commercialization of research results

                                                                      15
Funding for Open and Proprietary Components



                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                     $50M/yr

  A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente.




                     A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente.




                                                                                                                                                                     A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim                                                                                                                                                                                                                                                     A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente.
                                                                                                                                                                     aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente.




                                                                                                                                                                            UC Berkeley                                                                                                                                                                                                                                                                                                                                                                                                                                                           BP
                                                                                                                                                                           Host Institution                                                                                                                                                                                                                                                                                                                                                                                                                                              Proprietary Component
                                                                                                                                                                                                                                                                                                                                                                                                                                $35M/yr                                                                                                                                                                                                                    contracts
                                                                               subcontracts
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                           A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                           v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente.




                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                         Other                                                                                                                                                                                                                                                                          contracts
                                                                                                                                                                                                                                                                                                                                                             subcontracts
                                         A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x v ermelho, poderá ser necessário excluir a
                                         imagem e inseri-la nov amente.




                                               Lawrence Berkeley                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                     BP Components
                                               National Laboratory                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                ainda assim aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente.




                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                Other
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                              $15M/yr
                                                                                                                                                                                                                                                                                                                 A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x v ermelho, poderá ser necessário excluir a
                                                                                                                                                                                                                                                                                                                 imagem e inseri-la nov amente.




                                                                                                                                                                                                                                                                                                                        University of Illinois                                                                                                                                                                                                                                                                                                                                                                                                                                                                                 Entities
                                                                                                                                                                                                                                                                                                                        Urbana-Champaign
                           ENERGY BIOSCIENCES INSTITUTE (EBI)                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                             BP R&T
                           OPEN RESEARCH                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  PROPRIETARY RESEARCH


                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                16
Licensing provisions


          For inventions solely owned by UCB, UIUC and/or LBNL




        NON-EXCLUSIVE                                 EXCLUSIVE

Non-exclusive, royal free (NERF)           BP may obtain exclusive license
license in BP’s area of interest,          rights to sole or joint inventions.
providing:
                                           - pre-negotiated capped fees
- BP will diligently pursue
commercialization                          - “Bonanza clause” in case of
                                           extraordinary commercial
- BP will underwrite the patent            success
costs




                                                                                 17
Intel’s University model

• Intel contributes over $100 million annually to
  leading US universities (15) and overseas
  universities (12)
• Intel defines promising areas of scientific and
  engineering research to focus its $
 − After the NIH and NSF, Intel is one of the biggest
   funding sources in its chosen areas
• Negotiates access to university IP at the
  university, prior to funding research there


                                                © 2004 Henry Chesbrough
                                                     18
Intel’s latest move: “Lablets”

• Intel has recently (fall 2002) initiated four
  smaller research centers, located immediately
  adjacent to universities at
  − U Washington
  − Berkeley
  − CMU
  − Cambridge
• Each center is led by University academic
• Intel staff measured on joint collaborative
  research efforts
                                           © 2004 Henry Chesbrough
                                                19
Intel and Startups

• Intel has pioneered the use of Corporate
  Venture Capital to invest in startups
  − Most active CVC investor today, 1000 investments
  − Increasingly focused outside US

• Two important roles for its CVC
  − Grow the current market using Pentium products
  − Explore potential new markets for Intel products
    − Best market research you can buy!




                                                © 2004 Henry Chesbrough
                                                     20
Intel & Open Innovation
                                                    Other Firm’s
                                                      Market

                               LANDesk
  Internal                                             New
                                                       Market
Technology
    Base
                                                      Current
 External                                             Market
Technology                    Intel
   Base                       Capital    Acq’ns
             Universities
                            Technology Insourcing
              R                          D               21
9 months!
                     9 months!
                     9 months!
                     9 months!
The iPod
           Faddell
            Tony
Not Just for High Tech:
           Procter & Gamble                  Other Firm’s
                                               Market

                     “Use it or Lose it”
  Internal                                      New
                                                Market
Technology
    Base
                                               Current
 External                                      Market
Technology
                      Venture        Large
   Base               Acquisitions   Acquisitions
        Technology
                      “Spinbrush”    “Gillette”
        Scouts
            R                    D                  23
An Iberian Example: El Bulli
• Ferran Adria studies molecular gastronomy, working
  with Herve This, a French physical chemist
• Adria brings this to El Bulli, restaurant is the Lab
• Adria launches many business experiments
   • Borges: oils, snacks
   • Lavassa: coffee
   • N H Hoteles: FastGood, Nhube
   • Iberian Airlines (with FastGood)
• Careful not to dilute the El Bulli brand
                                                     24
Finding Partners: A Massive
                       Filtering Problem

                          The Unwashed

                           The Suspects

                           The Prospects
                               The
                             Finalists
                                    The Partner(s)


© 2006 Henry Chesbrough                              25
Intermediaries & Open Innovation
                                                               Other Firm’s
                          IP Value - licensing                   Market

                                            NVPLLC: spinoffs
   Internal                                                       New
                                                                  Market
 Technology
     Base
                                                                 Current
  External                                                       Market
 Technology             Sequoia/ Investment
    Base    InnoCentive Cisco    Banks
            NineSigma
            Yet2.com    Technology Insourcing
© 2006 Henry Chesbrough   R                           D             26
Other Innovative IP Intermediaries
      Inbound
      • Innovation Exchange
      • SSIPEX
      • Yet2.com
      • YourEncore.com
      Outbound
      • IpValue, ThinkFire (patents)
      • Utek, Flintbox (university technology)
      • New Venture Partners, LLC (spinoffs)


© 2006 Henry Chesbrough                          27
Is the internal R&D department
         an antiquated concept?
• No – open innovation can leverage internal R&D
• But…..
• New focus: must look outside as well as inside
• New role: connecting to and collaborating with the
  outside
• New skill: integrating internal and external together




                                                          28
How do companies gain access to the right
   competences at the right point in the
          innovation process?


  Want
  Find
  Get
  Manage



                                            29
How do companies gain access to the right competences
at the right point in the innovation process?
                    What is our “shopping list”?

Want
                                Where will we find these resources?

      Find
                                            How will we access the resources? How

              Get                           do we structure the agreement?



                                                      How will we manage these resources,

                       Manage                         once we have signed the agreement?




Sources: Hoffman-Laroche; Slowinski and Segal, 2003
Building Your Shopping List
Start with your product road map
Identify the gaps, missing pieces, and open spaces to be explored
Define the external relationships needed to support the business
strategy
   Whom are we targeting (type of partners)?
   Are we collaborating on or outsourcing (value chain module)?
   How deep does our relationship need to be?
Share across internal organizations. They will need to work with
external innovation partners too!
Let’s Focus our Discussion a Bit—WGFM Model Applied to Co-
Development


                  What is our “shopping list”?

Want                                                      Open Innovation
                                                          Strategy

                  Where will we find these resources?

Find                                                      External Partner
                                                          Identification


                  How will we access the resources? How

Get               do we structure the agreement?          Structuring the
                                                          Relationship

                  How will we manage these resources,

Manage            once we have signed the agreement?
                                                          Relationship
                                                          Management
One Key Distinction


                                       Define your requirements




   Transaction                                                                       Relationship
   • one time                                                                        • ongoing
   • little ongoing support needed                                                   • support required
   • little or no investment needed                                                  • investment required




        CoDev 2007 Conference, Workshop D—29 January 2007| © 2007 PRTM Proprietary             CONFIDENTIAL | 33
Innovation Intermediaries: A great transaction resource
 Intermediary
 (Company)               Focus                       Primary Function
 InnoCentive             Online exchange portal      Marketplace for technology
                                                     transfer/agent

 NineSigma               E-mail RFPs                 Agent
 Big Idea Group          Concept developer           Agent/codeveloper
 Yet2.com                Technology exchange         Online marketplace /
                                                     technolgoy licensing

 Accelovation            Linguistic-based Internet   Search engine
                         research

 InnovationXchange       Membership-based            Broker
                         innovation community

 Shanghai Silicon IP     Repository for legally      Broker
 Exchange                obtained semiconductor IP

 Ocean Tomo              IP merchant banker          Market maker


Source: Open Business Models, Henry Chesbrough, 2006
Relationships Require Consideration of Both Parties


                      Cisco’s Critical Partner Evaluation Criteria
  1. Short-term returns for both companies
            Don’t try to “boil the ocean”
  2. Clearly defined long-term potential for both companies
            Collaboration “set-up costs” are too great for merely a quick win
  3. Shared vision of technology and market developments
            Agree on “where the world is headed”
  4. Shared destiny of cooperation, not competition
            Supports openness with technical information and sharing of intellectual
            property



Source: “Model of Co-Development Emerges”; Deck and Strom, Research * Technology Management, May–June 2002
Let’s Focus our Discussion a Bit—WGFM Model Applied to Co-
Development


                  What is our “shopping list”?

Want                                                      Open Innovation
                                                          Strategy

                  Where will we find these resources?

Find                                                      External Partner
                                                          Identification


                  How will we access the resources? How

Get               do we structure the agreement?          Structuring the
                                                          Relationship

                  How will we manage these resources,

Manage            once we have signed the agreement?
                                                          Relationship
                                                          Management
Business Contract and the JDA—Tools for “Get”
The Joint Development Framework helps to structure the relationship
  Global Relationship Focus
                                          Project Operational Focus
      Business Contract

   Structures the ongoing                  Joint Development
   relationship                             Agreement (JDA)
   Developed and negotiated by         Structures specific projects
   senior management                   Developed by the ones who will
   Legally binding and establishes     use it
   liabilities                         Provides operational flexibility
   Sets intellectual property rights   Defines development
                                       responsibilities, schedules,
   Scopes boundaries under             milestones, and deliverables
   which multiple JDAs can be
   written                             Focuses on how the relationship
                                       will work (e.g., communication,
   Supersedes the JDA when             issue resolution, project reviews)
   discrepancies arise
Intellectual Property Needs Matrix
                        Background              Foreground intellectual
                        intellectual property   property



Inside the Boundaries   Cell 1                  Cell 2



Outside the Boundaries Cell 3                   Cell 4



Upon Termination        Cell 5                  Cell 6
Let’s Focus our Discussion a Bit—WGFM Model Applied to Co-
Development


                              What is our “shopping list”?

Want                                                                                  Open Innovation
                                                                                      Strategy

                              Where will we find these resources?

Find                                                                                  External Partner
                                                                                      Identification


                              How will we access the resources? How

Get                           do we structure the agreement?                          Structuring the
                                                                                      Relationship

                              How will we manage these resources,

Manage                        once we have signed the agreement?
                                                                                      Relationship
                                                                                      Management




         CoDev 2007 Conference, Workshop D—29 January 2007| © 2007 PRTM Proprietary    CONFIDENTIAL | 39
Henry Chesbrough - Open Innovation Seminar 2009 - Brazil
Great Partners Work Seamlessly Along
       “Want, Find, Get, and Manage”

                     Find

              Want                  Get
                                                                      Manage




                                     Negotiates high quality
                                     agreements – rapidly, two
                                     way link to strategy
                 Fast efficient
Targeted,
                 due diligence,
Receptive &                                             Execute Seamlessly
                 valuable to
Proactive                                               Builds a Multi-Project, High Value Relationship
                 the partner
                                                        Deliver Marketplace Results

                                  Overall: Expeditious, Trustworthy, Capable

                             Copyright 2006; PRTM and Alliance Management Group, Inc.
Collaborative R&D: An Example
• P&G and Clorox
• Problem: Clorox obtained Glad brand from
  Dow as Dow focused its business portfolio
     – No R&D in the pipeline
     – Risk of commoditization
• Opportunity: P&G had two technologies
  internally that lacked a path to market
     – Press ‘n Seal
     – Force Flex
© 2006 Henry       42
Chesbrough
Management Challenges
• P&G was a competitor to Clorox
• Neither company had done a collaborative
  deal with a competitor
• How to structure a collaboration?
     – How much is each side contributing?
     – Will each side perform?
     – Will either side go around the other?

© 2006 Henry      43
Chesbrough
P&G Alternatives
• Launch directly
     – Good test market results
     – Tough times in 2002
     – Likely competitive response
• Straight License to Clorox
     – How much help will they need?
     – Will they perform?
• Straight Technology Sale to Clorox
     – What about follow-on technology in pipeline?

© 2006 Henry      44
Chesbrough
The Solution: a JV Company
• Clorox held 80%, P&G had 10%, with
  option on another 10% (since exercised)
     – P&G paid Clorox $133M for the additional
       10% in 2005
• Glad products now in #1 market position
• Business now ahead of plan
• Clorox didn’t have to worry about P&G
  entry into market
© 2006 Henry     45
Chesbrough
The Collaboration Bonus: New
          Business Opportunities
• Clorox has approached P&G to distribute
  some of its brands in Japan
     – Rather than build its own distribution
• This collaboration has also been successful
     – Would never have occurred but for first JV
• Both companies are winning
• Both companies had to change long-held
  management practices
© 2006 Henry       46
Chesbrough
Which Would You Rather Have?
       A Great Technology

               OR

      A Great Business Model
48
Photo Credits

Flickr: Chess/Fox, Tuesday Night Poker/Rambis, Ryan
   Air/ezreenphotography, Ryan Air New Boeing 787
   Colours/macrodebs, 332/265/Digg Pirate, The bus
   shelter at the edge of the ocean/goddess_spiral, Flickr
   treo ad/Steve Rhodes, Technology - "Future
   Vision“/$ydney

iStockphoto: 000003004014, 000003062424, 000004293861,
   000007135639, 000005589058, 000000718722

iPod photo: http://www.apple.com/ipodclassic/

                                                             49

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Henry Chesbrough - Open Innovation Seminar 2009 - Brazil

  • 1. Open Innovation: A New Approach to Industrial R&D Henry Chesbrough Realização: Open Patrocínio Oficial e Innovation Center - Brasil Colaboração: Allagi – Open Innovation Services São Paulo, Brasil 22/10/2009
  • 2. Open Innovation: A New Approach to Industrial R&D Presentation to Open Innovation Conference Sao Paolo, Brazil Henry Chesbrough Center for Open Innovation UC Berkeley October 22, 2009
  • 3. The Current Paradigm: A Closed Innovation System Science & The Technology Market Base Research Development New Products Investigations /Services R D 3
  • 4. Xerox’s Xerox’s Business Model, and Project Evaluation Errors Designed to minimize “false positive” errors Ignores risk of “false negative” errors 4
  • 5. Chess • Plan several moves ahead • No new information needed • You know what you and your opponent have 5
  • 6. Poker • Pay to play • Pay for new information • Discover what other players and you have 6
  • 7. Xerox: Great at Chess, Lousy at Poker 7
  • 8. The Open Innovation Paradigm Other Firm’s Licensing Market Technology Spin-offs New Internal Market Technology Base Current External Market Technology Base Technology Insourcing R D 8
  • 9. Open innovation in practise License in Spin in Acquire Divest Spin out License out “The creation of new businesses is a highly dynamic process, best represented as a horizontal funnel” (passed in iterative steps) Robert Kirscbaum, DSM: Research & Technology management, July – August 2005 9 C 2002 Henry Chesbrough EIRMA SIG III, 2005-10-20
  • 10. Open Innovation Other firm´s market License, spin Our new out, divest market Internal technology base Internal/external Our current venture handling market External technology insourcing External technology base Stolen with pride from Prof Henry Chesbrough UC Berkeley, Open Innovation: Renewing Growth from Industrial R&D, 10th Annual Innovation Convergence, Minneapolis Sept 27, 2004
  • 11. 2003: We broke up the fortress … Philips Research,Ronald Wolf, 10/08
  • 12. Bringing in the right partners – Open innovation > 75 companies and > 7000 people at High Tech Campus Eindhoven Corporate Research innovators institutes Consultancy Economic & services development companies Philips Research,Ronald Wolf, 10/08 12
  • 13. Venturing timescale longer: keep it apart from business Consumer Lifestyle Consumer Lifestyle Healthcare Lighting Philips Research,Ronald Wolf, 10/08
  • 14. The expansion of the corporate funnel Insourced Ideas /Technology Spin in ODM Start ups IP insourcing OEM Acquisitions Incubators Spin out Alliances IP Licensing Front – end Development Commercialization Philips Research,Ronald Wolf, 10/08
  • 15. BP’s challenge in February 2006 • Energy Bioscience looked promising (Senior Executive buy-in) • How do we meld commercial/technology strength with biology/biotech? − The company had no bio-expertise • How to reach out to biology/biotech communities − Not a corporate lab! − Corporate labs too insular – can’t tap broader expertise in a rapidly moving field − Where was the Energy/Bio talent pool anyway? − Not the usual university research programme − BP does many of these and knows strengths/weaknesses − Need to facilitate the development, demonstration, and commercialization of research results 15
  • 16. Funding for Open and Proprietary Components $50M/yr A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente. A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente. A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente. aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente. UC Berkeley BP Host Institution Proprietary Component $35M/yr contracts subcontracts A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente. Other contracts subcontracts A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente. Lawrence Berkeley BP Components National Laboratory A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente. Other $15M/yr A imagem não pode ser exibida. Talv ez o computador não tenha memória suficiente para abrir a imagem ou talv ez ela esteja corrompida. Reinicie o computador e abra o arquiv o nov amente. Se ainda assim aparecer o x v ermelho, poderá ser necessário excluir a imagem e inseri-la nov amente. University of Illinois Entities Urbana-Champaign ENERGY BIOSCIENCES INSTITUTE (EBI) BP R&T OPEN RESEARCH PROPRIETARY RESEARCH 16
  • 17. Licensing provisions For inventions solely owned by UCB, UIUC and/or LBNL NON-EXCLUSIVE EXCLUSIVE Non-exclusive, royal free (NERF) BP may obtain exclusive license license in BP’s area of interest, rights to sole or joint inventions. providing: - pre-negotiated capped fees - BP will diligently pursue commercialization - “Bonanza clause” in case of extraordinary commercial - BP will underwrite the patent success costs 17
  • 18. Intel’s University model • Intel contributes over $100 million annually to leading US universities (15) and overseas universities (12) • Intel defines promising areas of scientific and engineering research to focus its $ − After the NIH and NSF, Intel is one of the biggest funding sources in its chosen areas • Negotiates access to university IP at the university, prior to funding research there © 2004 Henry Chesbrough 18
  • 19. Intel’s latest move: “Lablets” • Intel has recently (fall 2002) initiated four smaller research centers, located immediately adjacent to universities at − U Washington − Berkeley − CMU − Cambridge • Each center is led by University academic • Intel staff measured on joint collaborative research efforts © 2004 Henry Chesbrough 19
  • 20. Intel and Startups • Intel has pioneered the use of Corporate Venture Capital to invest in startups − Most active CVC investor today, 1000 investments − Increasingly focused outside US • Two important roles for its CVC − Grow the current market using Pentium products − Explore potential new markets for Intel products − Best market research you can buy! © 2004 Henry Chesbrough 20
  • 21. Intel & Open Innovation Other Firm’s Market LANDesk Internal New Market Technology Base Current External Market Technology Intel Base Capital Acq’ns Universities Technology Insourcing R D 21
  • 22. 9 months! 9 months! 9 months! 9 months! The iPod Faddell Tony
  • 23. Not Just for High Tech: Procter & Gamble Other Firm’s Market “Use it or Lose it” Internal New Market Technology Base Current External Market Technology Venture Large Base Acquisitions Acquisitions Technology “Spinbrush” “Gillette” Scouts R D 23
  • 24. An Iberian Example: El Bulli • Ferran Adria studies molecular gastronomy, working with Herve This, a French physical chemist • Adria brings this to El Bulli, restaurant is the Lab • Adria launches many business experiments • Borges: oils, snacks • Lavassa: coffee • N H Hoteles: FastGood, Nhube • Iberian Airlines (with FastGood) • Careful not to dilute the El Bulli brand 24
  • 25. Finding Partners: A Massive Filtering Problem The Unwashed The Suspects The Prospects The Finalists The Partner(s) © 2006 Henry Chesbrough 25
  • 26. Intermediaries & Open Innovation Other Firm’s IP Value - licensing Market NVPLLC: spinoffs Internal New Market Technology Base Current External Market Technology Sequoia/ Investment Base InnoCentive Cisco Banks NineSigma Yet2.com Technology Insourcing © 2006 Henry Chesbrough R D 26
  • 27. Other Innovative IP Intermediaries Inbound • Innovation Exchange • SSIPEX • Yet2.com • YourEncore.com Outbound • IpValue, ThinkFire (patents) • Utek, Flintbox (university technology) • New Venture Partners, LLC (spinoffs) © 2006 Henry Chesbrough 27
  • 28. Is the internal R&D department an antiquated concept? • No – open innovation can leverage internal R&D • But….. • New focus: must look outside as well as inside • New role: connecting to and collaborating with the outside • New skill: integrating internal and external together 28
  • 29. How do companies gain access to the right competences at the right point in the innovation process? Want Find Get Manage 29
  • 30. How do companies gain access to the right competences at the right point in the innovation process? What is our “shopping list”? Want Where will we find these resources? Find How will we access the resources? How Get do we structure the agreement? How will we manage these resources, Manage once we have signed the agreement? Sources: Hoffman-Laroche; Slowinski and Segal, 2003
  • 31. Building Your Shopping List Start with your product road map Identify the gaps, missing pieces, and open spaces to be explored Define the external relationships needed to support the business strategy Whom are we targeting (type of partners)? Are we collaborating on or outsourcing (value chain module)? How deep does our relationship need to be? Share across internal organizations. They will need to work with external innovation partners too!
  • 32. Let’s Focus our Discussion a Bit—WGFM Model Applied to Co- Development What is our “shopping list”? Want Open Innovation Strategy Where will we find these resources? Find External Partner Identification How will we access the resources? How Get do we structure the agreement? Structuring the Relationship How will we manage these resources, Manage once we have signed the agreement? Relationship Management
  • 33. One Key Distinction Define your requirements Transaction Relationship • one time • ongoing • little ongoing support needed • support required • little or no investment needed • investment required CoDev 2007 Conference, Workshop D—29 January 2007| © 2007 PRTM Proprietary CONFIDENTIAL | 33
  • 34. Innovation Intermediaries: A great transaction resource Intermediary (Company) Focus Primary Function InnoCentive Online exchange portal Marketplace for technology transfer/agent NineSigma E-mail RFPs Agent Big Idea Group Concept developer Agent/codeveloper Yet2.com Technology exchange Online marketplace / technolgoy licensing Accelovation Linguistic-based Internet Search engine research InnovationXchange Membership-based Broker innovation community Shanghai Silicon IP Repository for legally Broker Exchange obtained semiconductor IP Ocean Tomo IP merchant banker Market maker Source: Open Business Models, Henry Chesbrough, 2006
  • 35. Relationships Require Consideration of Both Parties Cisco’s Critical Partner Evaluation Criteria 1. Short-term returns for both companies Don’t try to “boil the ocean” 2. Clearly defined long-term potential for both companies Collaboration “set-up costs” are too great for merely a quick win 3. Shared vision of technology and market developments Agree on “where the world is headed” 4. Shared destiny of cooperation, not competition Supports openness with technical information and sharing of intellectual property Source: “Model of Co-Development Emerges”; Deck and Strom, Research * Technology Management, May–June 2002
  • 36. Let’s Focus our Discussion a Bit—WGFM Model Applied to Co- Development What is our “shopping list”? Want Open Innovation Strategy Where will we find these resources? Find External Partner Identification How will we access the resources? How Get do we structure the agreement? Structuring the Relationship How will we manage these resources, Manage once we have signed the agreement? Relationship Management
  • 37. Business Contract and the JDA—Tools for “Get” The Joint Development Framework helps to structure the relationship Global Relationship Focus Project Operational Focus Business Contract Structures the ongoing Joint Development relationship Agreement (JDA) Developed and negotiated by Structures specific projects senior management Developed by the ones who will Legally binding and establishes use it liabilities Provides operational flexibility Sets intellectual property rights Defines development responsibilities, schedules, Scopes boundaries under milestones, and deliverables which multiple JDAs can be written Focuses on how the relationship will work (e.g., communication, Supersedes the JDA when issue resolution, project reviews) discrepancies arise
  • 38. Intellectual Property Needs Matrix Background Foreground intellectual intellectual property property Inside the Boundaries Cell 1 Cell 2 Outside the Boundaries Cell 3 Cell 4 Upon Termination Cell 5 Cell 6
  • 39. Let’s Focus our Discussion a Bit—WGFM Model Applied to Co- Development What is our “shopping list”? Want Open Innovation Strategy Where will we find these resources? Find External Partner Identification How will we access the resources? How Get do we structure the agreement? Structuring the Relationship How will we manage these resources, Manage once we have signed the agreement? Relationship Management CoDev 2007 Conference, Workshop D—29 January 2007| © 2007 PRTM Proprietary CONFIDENTIAL | 39
  • 41. Great Partners Work Seamlessly Along “Want, Find, Get, and Manage” Find Want Get Manage Negotiates high quality agreements – rapidly, two way link to strategy Fast efficient Targeted, due diligence, Receptive & Execute Seamlessly valuable to Proactive Builds a Multi-Project, High Value Relationship the partner Deliver Marketplace Results Overall: Expeditious, Trustworthy, Capable Copyright 2006; PRTM and Alliance Management Group, Inc.
  • 42. Collaborative R&D: An Example • P&G and Clorox • Problem: Clorox obtained Glad brand from Dow as Dow focused its business portfolio – No R&D in the pipeline – Risk of commoditization • Opportunity: P&G had two technologies internally that lacked a path to market – Press ‘n Seal – Force Flex © 2006 Henry 42 Chesbrough
  • 43. Management Challenges • P&G was a competitor to Clorox • Neither company had done a collaborative deal with a competitor • How to structure a collaboration? – How much is each side contributing? – Will each side perform? – Will either side go around the other? © 2006 Henry 43 Chesbrough
  • 44. P&G Alternatives • Launch directly – Good test market results – Tough times in 2002 – Likely competitive response • Straight License to Clorox – How much help will they need? – Will they perform? • Straight Technology Sale to Clorox – What about follow-on technology in pipeline? © 2006 Henry 44 Chesbrough
  • 45. The Solution: a JV Company • Clorox held 80%, P&G had 10%, with option on another 10% (since exercised) – P&G paid Clorox $133M for the additional 10% in 2005 • Glad products now in #1 market position • Business now ahead of plan • Clorox didn’t have to worry about P&G entry into market © 2006 Henry 45 Chesbrough
  • 46. The Collaboration Bonus: New Business Opportunities • Clorox has approached P&G to distribute some of its brands in Japan – Rather than build its own distribution • This collaboration has also been successful – Would never have occurred but for first JV • Both companies are winning • Both companies had to change long-held management practices © 2006 Henry 46 Chesbrough
  • 47. Which Would You Rather Have? A Great Technology OR A Great Business Model
  • 48. 48
  • 49. Photo Credits Flickr: Chess/Fox, Tuesday Night Poker/Rambis, Ryan Air/ezreenphotography, Ryan Air New Boeing 787 Colours/macrodebs, 332/265/Digg Pirate, The bus shelter at the edge of the ocean/goddess_spiral, Flickr treo ad/Steve Rhodes, Technology - "Future Vision“/$ydney iStockphoto: 000003004014, 000003062424, 000004293861, 000007135639, 000005589058, 000000718722 iPod photo: http://www.apple.com/ipodclassic/ 49