Sitra seminaire-pleiniere-inprincipo
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Sitra seminaire-pleiniere-inprincipo
- 1. Dynamiques Collaboratives Comment de grandes sociétés ont ouvert leurs données et sont devenues riches ! MANAGEMENT D ’ÉCOSYSTÈMES SITRA Grenoble - 29 Septembre 2011 Olivier Réaud ouverture transversalité innovation écosystèmes transformation accompagnement mise en situation d’opportunité collaboration mobilisation animation mutations © In Principo - Conseil en Management Collaboratif - 2011
- 2. Plus de complexité, plus collaboration ! © In Principo – Dynamiques collaboratives - 2011 efficience Economie productive Chaine de valeur Rapide, complexe, immatérielle, l ’économie d’aujourd’hui nécessite de nouvelles approches … innovation agilité projets Dynamiques collaboratives créativité ouverture Processus Rigidité Hiérarchie Autorité Bureaucratie Secret Statut Formalisme Uniformité
- 3. … et davantage d ’ouverture … ! Ecoles Universités Entreprises Partenaires Partenaires Entreprise © In Principo – Dynamiques collaboratives - 2011 économie = dynamique d ’ écosystèmes Collaboration et ouverture Institutions
- 4. © In Principo - Conseil en Management Collaboratif - 2011 Dynamiques Collaboratives Dans le partage d ’informations chacun est gagnant
- 5. Red Lake, Canada Early 2000, the very beginning of contemporary collaborative innovation.
- 6. Red Lake, Canada March 2000, Rob McEwen (CEO) launched The Goldcorp Challenge with US$ 575,000 in prize money. A GoldMine seemed destined for closure Rob McEwen
- 7. Red Lake, Canada The company posted its proprietary mining data on a website and asked the world to help it find its next six million ounces of gold at its Red Lake Mine. Rob McEwen Scientists Engineers Geologists Graduate students Experts Customers Mathematicians Partners Professionals Specialists
- 8. Rob McEwen "When I saw the computer graphics I almost fell out of my chair." The contestants had identified 110 targets on the Red Lake property, 50 percent of which had not been previously identified by the company. Over 80 percent of the new targets yielded substantial quantities of gold. $ 300 m $ 100 m 2000 2009 $ 9 billion
- 9. © In Principo - Conseil en Management Collaboratif - 2011 Dynamiques Collaboratives Open Innovation : Le partage d ’idées comme modèle économique
- 10. Siège social Cincinnati USA L ’open innovation … © In Principo – Dynamiques collaboratives - 2011 OR
- 11. L ’open innovation … NME = New Molecular Entities Avant 2000 : la productivité de la R&D chute © In Principo – Dynamiques collaboratives - 2011 OR
- 12. Alain Lafley, CEO L ’open innovation … © In Principo – Dynamiques collaboratives - 2011 2001 : Alvin Laffley lance … OR
- 13. L ’open innovation … © In Principo – Dynamiques collaboratives - 2011 L ’idée : mobiliser tout l’écosystème de P&G OR Scientists Engineers Partners Suppliers Experts Customers Consumers Partners Professionals Specialists
- 14. L ’open innovation … As a result, R&D productivity has since risen 60% and over 50% of all new products commercialized have been developed externally for a part. Résultats …
- 15. L ’open innovation Internal innovation success rates have doubled, total sales have grown 90% from 2002 to 2007, Résultats … 15% of new products results for a part of an external cooperation. 4,5% R&D budget / Turn Over 2000 50% of new products results for a part of an external cooperation. 3,5% R&D budget / Turn Over 2007 R&D Budget 3,5% 4,5%
- 16. Etude de cas Cadburry © In Principo - Conseil en Management Collaboratif - 2011 OR
- 17. Etude de cas Cadburry © In Principo - Conseil en Management Collaboratif - 2011 OR
- 18. © In Principo - Conseil en Management Collaboratif - 2011 Dynamiques Collaboratives Social Innovation : Impliquer les clients par le dialogue de co-innovation
- 19. Etude de cas Starbucks © In Principo - Conseil en Management Collaboratif - 2011 LAG
- 20. Etude de cas starbucks © In Principo - Conseil en Management Collaboratif - 2009
- 21. L ’Open Innovation comme business model Entreprise Sous-traitants Communautés scientifiques Laboratoires Universités Partenaires Sous-traitants Entreprise Prescripteurs Services Associations Leaders d ’opinion Organismes de contrôle Distributeurs Fournisseurs Utilisateurs PME innovantes Innovation ouverte amont Innovation ouverte aval Mobilisez l ’intelligence de vos écosystèmes ! © In Principo – Dynamiques collaboratives - 2011 Innovation Collaborative Ecosystème d’entreprises innovantes OR Institutions
- 22. Au coeur de la performance créative © In Principo – Dynamiques collaboratives - 2011 Les dynamiques collaboratives Dynamique des acteurs Dynamique des idées Co-Action Co-Implication Co-Responsabilisation
- 23. L ’Open Innovation, solution stratégique à la complexité Complexité Intelligence sociale © In Principo – Dynamiques collaboratives - 2011 Innovation ouverte (dynamique d ’initiatives) Innovation classique (chaine de services) Innovation complexe (chaine de contrats)
- 28. Un dispositif pour créer un dialogue 48 villages actifs 20.000 membres
- 32. © In Principo - Conseil en Management Collaboratif - 2011 www.inprincipo.com [email_address] IN PRINCIPO PARIS 109, boulevard Haussmann 75008 PARIS +33 1 53 05 99 75 IN PRINCIPO LYON 3, cours Charlemagne 69002 LYON +33 4 78 03 40 12 Dynamiques Collaboratives IN PRINCIPO SAN FRANCISCO 1 Fernhoff Court 94619 OAKLAND +1 510 530-5500
- 33. Lancement en septembre 2011 In Principo est un organisme de formation reconnu par l’Etat, déclaré auprès de la préfecture de la région Ile de France sous le N°11 75 42824 75. L’Université Collaborative est une marque déposée de la société In Principo 10 programmes 13 praticiens 48 sessions de formation Le management collaboratif par les pratiques collaboratives Le catalogue complet (70 pages) +33 1 53 05 99 75
- 34. © In Principo - Conseil en Management Collaboratif - 2011 Penser ensemble… … pour agir et réussir ensemble. L ’innovation ouverte levier de différenciation stratégique www.inprincipo.com [email_address] IN PRINCIPO PARIS 109, boulevard Haussmann 75008 PARIS +33 1 53 05 99 75 IN PRINCIPO LYON 3, cours Charlemagne 69002 LYON +33 4 78 03 40 12 IN PRINCIPO SAN FRANCISCO 1 Fernhoff Court 94619 OAKLAND +1 510 530-5500
Notes de l'éditeur
- We are going first to Red Lake, in Ontario. We are at the beginning of this century, the very beginning of contemporary collaborative innovation ….
- The Red Lake Mine, an historic goldmine, was about to fail. Gold was more and more difficult to find. Without evidence of substantial new gold deposits, the mine seemed destined for closure . Rob McEwen, the CEO of Goldcorp impressed by the open source phenomenon, imagine a different approach at the opposite of the tradition and the values of Mining. In March 2000, the "Goldcorp Challenge" was launched with a total of $575,000 in prize money available to participants with the best methods and estimates.
- Every scrap of information (some four hundred megabytes worth) about the 55,000-acre property was revealed on Goldcorp's Web site. News of the contest spread quickly around the Internet, as more than one thousand virtual prospectors from fifty countries got busy crunching the data. Within weeks, submissions from around the world came flooding in to Goldcorp headquarters. As expected, geologists got involved. But entries came from surprising sources, including graduate students, consultants, mathematicians, and military officers, all seeking a piece of the action. "We had applied math, advanced physics, intelligent systems, computer graphics, and organic solutions to inorganic problems.
- “ There were capabilities I had never seen before in the industry," says McEwen. "When I saw the computer graphics I almost fell out of my chair." The contestants had identified 110 targets on the Red Lake property, 50 percent of which had not been previously identified by the company. Over 80 percent of the new targets yielded substantial quantities of gold. In fact, since the challenge was initiated an astounding eight million ounces of gold have been found. McEwen estimates the collaborative process shaved two to three years off their exploration time. Rob McEwen led Goldcorp from $100 million to $9 billion in revenue in just a short time. People from around the world discovered drilling targets that Goldcorp had never thought existed.
- Another small company was in a similar case : P&G alias Procter and Gamble !
- By 2000, the company was facing a crisis, their internally focused innovation model was producing flat product success rates of 35%, resulting in a pipeline too weak to sustain its expected 4% annual growth rate. P&G saw their sales growth rate flatten over a four-year span beginning in 1999 and their stock price dropped by more than 50% in 2000 alone.
- Facing this situation, newly appointed CEO A.G. Lafley placed P&G under new direction called “ Job One ” , to return P&G to historical dominance in product development and improve sales growth rates above the industry average. The new leadership immediately launched “ Connect and Develop ” innovation model. The “ Connect and Develop ” model enabled P&G to become more connected internally by enabling technologies and ideas to move more easily across existing business units, more unique and invaluable was P&G ’ s new found ability to gain an intimate understanding of consumer needs and access to innovators outside the company through a much larger network of both proprietary and non-proprietary relationships.
- The model effectively increased P&G ’ s R&D staff from 7,500 internal members to include an estimated 1.5 million external staff members.
- As a result, R&D productivity has since risen 60% and over 50% of all new products commercialized have been developed externally for a part.
- Internal innovation success rates have doubled, total sales has grown 90% from 2002 to 2007, and their stock price has doubled since 2000. The part of R&D in the turn over reduce in percentage from 4.5% to 3.5% !
- Sous-traitants + persos