Aucune remarque pour cette diapositive
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 &quot;Goldcorp Challenge&quot; 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. &quot;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,&quot; says McEwen. &quot;When I saw the computer graphics I almost fell out of my chair.&quot; 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