Pablo Muñoz (MBA/MBM/PhD©) Director de Postgrado Facultad de Comunicaciones UDD
digital media marketing
La tecnología aprende 10 millones de veces más rápido que nosotros (Electronic vs. biological rates of evolutionary development). Kurzweil IA
Pablo Muñoz (MBA/MBM/PhD©) Director de Postgrado Facultad de Comunicaciones UDD
digital media marketing DESAFÍOS FUTUROS
GRADO DE CERCANÍA CON USUARIOS FINALES
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GRADO DE DESARROLLO TECNOLÓGICO
digital media marketing NUESTRO ENTORNO PROFESIONAL
GRADO DE CERCANÍA CON USUARIOS FINALES
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GRADO DE DESARROLLO TECNOLÓGICO
digital media marketing NUESTRO ENTORNO PROFESIONAL
GRADO DE CERCANÍA CON USUARIOS FINALES
100%
75%
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GRADO DE DESARROLLO TECNOLÓGICO
digital media marketing NUESTRO ENTORNO PROFESIONAL
what why where who when how
quĂŠ de digital media?
what why where who when how
qué de nuevos desafíos?
Pablo Muñoz Román
Director de Postgrado Facultad de Comunicaciones, Universidad del Desarrollo Investigador y conferencista internacional en Creatividad e Innovación para las Organizaciones Profesor invitado MBA y MIIS Universidad del Desarrollo Associate Member de la Creative Education Foundation, US PhD© Management, Universidad de Lleida MBA Escuela de Negocios IEDE Magíster en Dirección y Organización de Empresas, Universidad de Lleida Certificate in Facilitation Skills and CPS, Creative Problem Solving Institute, US Licenciado en Comunicación Social Becario BecasChile para cursar Msc y PhD en Innovación en el Centre for Knowledge, Innovation, Technology and Enterprise (KITE) de la Universidad de Newcastle en UK (2009-2013)
acerca de
qu茅 pasa cuando una empresa se enfrenta a los cambios que se devengan de los avances tecnol贸gicos
responde
focalizĂĄndose en el impacto del cambio estudiando los factores que inciden en el cambio y diseĂąando mecanismos para sobrellevar el cambio
pero en general no tienen conciencia de:
1. la velocidad y el dinamismo de los flujos de informaci贸n
2. la velocidad y el dinamismo en la creaci贸n de conocimiento
3. la aceleraci贸n explosiva del desarrollo tecnol贸gico
4. la importancia de su propia sustentabilidad
las tecnologías de información (de todos los tipos) doblan su poder (precio, desempeño y capacidad) cada año
Netcraft (01.2007) 106 millones de sitios web en Internet (con un crecimiento cercano a 1.65 millones de sitio al mes).
184 millones de blogs (42 de ellas son chinas). [Power to the people - Social Media Tracker Wave 3 [pdf], Universal McCann]
Source: Kurzweil AI, 2009
5D DISCS W/HUGE STORAGE CAPACITY may 20, 2009
Nanotechnology can enable the creation of 'five dimensional' discs with huge storage capacities Discs with a storage capacity 2,000 times that of current DVDs could be commercially available within 5 to 10 years, based on resarch from Swinburne University of Technology. Discs currently have three spatial dimensions, but inserting gold nanorods onto a disc's surface, the researchers were able to introduce wavelength (color) and polarization dimensions.
Netscape v/s Surface
Lanzado
share 1997
share 2007
share 2017
Netscape
1994
90%
>1%
?
0
?
MS Surface
2007 (anunciado) 2008 (lanzado)
us$ 12.500
(+/-) us$ 20
¿cuándo nos empezó a afectar?
El mundo de las comunicaciones viene cambiando a ritmo exponencial hace 61 a単os
Source: Kurzweil AI, 2009
Con el advenimiento del primer transistor el 1 de junio de 1948, emerge el mundo del comercio digital.
多agobiante?
no todavĂa
la aceleraci贸n de la tecnolog铆a gu铆a el crecimiento econ贸mico
Source: Kurzweil AI, 2009
Source: Kurzweil AI, 2009
Source: Kurzweil AI, 2009
Source: Kurzweil AI, 2009
Source: Kurzweil AI, 2009
Source: Kurzweil AI, 2009
la aceleración de la tecnología guía el crecimiento económico y la evolución humana
Novel nanotechnology method to stimulate growth of new neurons in adult brain
University at Buffalo researchers have identified a new mechanism that plays a central role in adult brain stem cell development and prompts brain stem cells to differentiate into neurons. Their discovery, known as Integrative FGFR1 Signaling (INFS), has fundamentally challenged the prevailing ideas of how signals are processed in cells during neuronal development. The INFS mechanism is considered capable of repopulating degenerated brain areas, raising possibilities for new treatments for Parkinson's disease, Alzheimer's disease and other neurodegenerative disorders, and may be a promising anti-cancer therapy. The approach uses gene engineering and nanoparticles for gene delivery to activate the INFS mechanism directly and promote neuronal development. The INFS-targeting gene can prompt these stem cells to differentiate into neurons.
Source: Nanowerk, may 20, 2009
Sperm-like nanopropeller is smallest swimmer ever
Harvard University researchers have developed remote-controlled nano-devices that mimic the corkscrew motion of flagella and that may one day deliver drugs to where they are needed in the body The devices have a spherical head 200 to 300 nanometers across and a corkscrew-shaped tail 1 to 2 microns long.They are coated with cobalt, allowing an external magnetic field to make the propellers corkscrew through water at up to 40 microns per second.
Source: NewScientist Tech, may 27, 2009
1 mm = 1.000 microns 1 mm = 1.000.000 nanometers
Average life expectancy
Source: Kurzweil AI, 2009
Cro Magnon
18
Ancient Egypt
25
1400 Europe
30
1800 Europe & U.S.
37
1900 U.S.
48
2002 U.S.
78
多agobiante?
lo Ăşltimo
Images written directly to our retinas Ubiquitous high bandwidth connection to the Internet at all times Electronics so tiny it’s embedded in the environment, our clothing, our eyeglasses Full immersion visual-auditory virtual reality Augmented real reality Interaction with virtual personalities as a primary interface Effective language technologies
2010: computers disappear Source: Kurzweil AI, 2009
$1,000 of computation = 1,000 times the human brain Reverse engineering of the human brain completed Computers pass the Turing test Nonbiological intelligence combines the subtlety and pattern recognition strength of human intelligence, with the speed, memory, and knowledge sharing of machine intelligence
Nonbiological intelligence will continue to grow exponentially whereas biological intelligence is effectively fixed
2029: an intimate merger Source: Kurzweil AI, 2009
Neural implants that are: Noninvasive, surgery-free Distributed to millions or billions of points in the brain Full-immersion virtual reality incorporating all of the senses You can be someone else “Experience Beamers” Expansion of human intelligence Multiply our 100 trillion connections many fold Intimate connection to diverse forms of nonbiological intelligence
Nanobots provide… Source: Kurzweil AI, 2009
singularidad
"The Singularity" is a phrase borrowed from the astrophysics of black holes. The phrase has varied meanings; as used by Vernor Vinge and Raymond Kurzweil, it refers to the idea that accelerating technology will lead to superhuman machine intelligence that will soon exceed human intelligence, probably by the year 2030. The results on the other side of the "event horizon" are unpredictable. Ray Kurzweil
Source: Kurzweil AI, 2009
Source: Kurzweil AI, 2009
The 6 Epochs: Evolution works through indirection: it creates a capability and then uses that capability to evolve the next stage.
Los humanos van a trascender su biologĂa y la tecnologĂa va a tender a desaparecer
Innovation: Behind Microsoft's full-body gaming interface New Scientist jun 05, 2009
At the E3 2009 gaming conference in Los Angeles, California, this week, Microsoft unveiled a new hands-free, full-body-control system for its Xbox 360 console, codenamed Natal. Using it, players can interact with games simply by talking and moving their body. (video)
Los humanos van a trascender su biologĂa y la tecnologĂa va a tender a desaparecer
digital media marketing ¿DESAFÍOS FUTUROS?
podemos hacer futurologĂa
web 4.0 Meta Web CONECTA INTELIGENCIA nueva mente societal actitud autoservicio descentralización experiencia conocimiento democrático 2000-2015
2015-2025 web 3.0 Semántica CONECTA CONOCIMIENTO Pensamiento grupal
web 2.0 Software social CONECTA PERSONAS uso: participar y escribir Dominio del NOSOTROS 1990-2000 (la web como plataforma) INTERNET
GRADO DE CONECTIVIDAD INFORMACIÓN Y CONOCIMIENTO
haciendo futurología
web 1.0 CONECTA INFORMACIÓN uso: publicar y explorar Dominio del YO
Wikis YouTube, Flickr Lógica Pull Blogósfera
Mente tecnológica colectiva global Un gran computador Redes de conocimiento
Generador de lenguaje Asistentes inteligentes Taxonomías Lifelong softwares Tagging e services Juegos globales Info nubes
Portales corporativos de contenidos Lógica Push Motores de búsqueda Email
Lógica IA Beta perpetua Taxonomías Sistema de servicios
IP móvil e services Juegos globales Info nubes
Global environment for networking innovations
Grandes bases de datos e commerce e business IP v6 GRADO DE CONECTIVIDAD SOCIAL
Fuente: Sergio Melnick
más que futurología lo digo pensando en la web 3.0 o la 4.0 o incluso la 5.0, o no... lo más probable es que a esa altura la web no exista
Berners-Lee: We no longer fully understand the web New Scientist jun 05, 2009
The inventor of the World Wide Web says its size and power over society have become so great that we no longer fully understand how it works. The web is now a massive system of connected people and technology and we have to study it as one. It connects people as they make and follow hyperlinks to a degree that results in complex properties no one expected. It has something like 1011 web pages in it and there are a similar number of neurons in the brain. The brain is something very complicated we don't understand - yet we rely on it. The web is very complicated too and, though we built it, we have no real data about the stability of the emergent systems that have cropped up on it.
We no longer fully understand the web (artĂculo completo)
Exploring the exploding internet New Scientist - TeleGeography
8 things you didn’t know about the internet New Scientist
Who controls the internet? The official answer is no one, but it is a halftruth that few swallow. If all nations are equal online, the US is more equal than others. Could the net become self-aware? In engineering terms, it is easy to see similarities between the human brain and the internet's complex network of nodes, so could conciousness be the next step? How big is the net? In 2008, Google announced that its systems had registered a trillion unique pages – but even this might represent a fraction of what is out there Is there only one internet? The internet is a disparate mix of interconnected computers, many of them on large networks run by universities, businesses and so on – so what unites them, if anything?
Is the net caught in the credit crunch? Real-estate prices crashing, a big drop in growth, the threat of infrastructure collapse, and authorities printing more money to stave off disaster – that's just the virtual world Where are the net's dark corners? There are plenty of places online that you would do well to steer clear of: some could leave your computer infected with worms or viruses – then there are the "black holes" Is the net hurting the environment? Sending an email across the Atlantic Ocean does not burn any jet fuel, but the internet is not without its own, huge carbon footprint Could we shut the net down? When even the biggest cyber-attacks have failed to bring down the web, governments might not fare much better
digital media marketing ¿DESAFÍOS FUTUROS?
驴c贸mo hacer que mi empresa sobreviva
cuando
la tecnologĂa
aprende
10 millones de veces
mรกs rรกpido que nosotros?
¿Cómo hacer que mi empresa sobreviva cuando la tecnología aprende 10 millones de veces más rápido que nosotros? ¿Cómo nos mantenemos al día cuando nuestro trabajo se relaciona al impacto de la evolución de las tecnologías de información?
la respuesta no estรก acรก
¿por qué?
la obsesi贸n por la herramienta (know what) no ofrece sustentabilidad
pensemos en lo siguiente
Disney y Sony (respectivamente) producen y lanzan un nuevo producto al mercado cada _________?
Disney y Sony (respectivamente) producen y lanzan un nuevo producto al mercado cada _________? Tres minutos para Disney. Veinte minutos para Sony.
La nueva estrategia corporativa de IBM fue dise単ada por un total de _________?
La nueva estrategia corporativa de IBM fue dise単ada por un total de _________? 319.000 personas, todos los trabajadores de IBM... en todo el mundo
Las รกreas de estudio de la universidad de mayor crecimiento en UK son _________?
Las áreas de estudio de la universidad de mayor crecimiento en UK son _________? Biociencia Energía Innovación Gestión del conocimiento Medio ambiente Manufactura Seguridad y defensa Tecnología aeroespacial Tecnología automotriz
Los 10 trabajos más demandados para el 2012 no existían el año _________?
Los 10 trabajos más demandados para el 2012 no existían el año _________? 2004
Los 10 trabajos más demandados para el 2012 no existían el año _________? 2004
Organic food producers, retailers Computational biologists Parallel programmers Data technologists Simulation engineers Boomer companions caretakers Genetic counseling Brain analysts Space tour guide Robot builder, tenders Source: MSNBC,The Future of Business
y probablemente las 10 mejores compaĂąĂas para el 2012 tampoco existĂan el 2004
y probablemente las 10 mejores compañías para el 2012 tampoco existían el 2004 cómo será en 10 años más?
y probablemente las 10 mejores compañías para el 2012 tampoco existían el 2004 cómo será en 10 años más?
Actualmente estamos preparando estudiantes para trabajos que aún no existen, donde utilizarán tecnologías que aún no han sido inventadas, a fin de solucionar problemas que aún no sabemos que son problemas. Lo más importante que una persona puede hacer hoy es aprender a aprender. (Karl Fisch, Educator; Richard Riley, US ex Secretary of Education)
average learning intensity Average intensity of know-who Average intensity of know-what
Average intensity of know-how
Average intensity of know-why (decision making capacity)
Agricultural Society
Industrial Society
Learning Society
Source: Les Watson Pro Vice-Chancellor Glasgow Caledonian University
La respuesta está en el descubrir, por un lado, cómo superamos la inhabilidad de las empresas de cambiar las formas tradicionales y familiares de hacer las cosas cuando se enfrentan a nuevas tecnologías y nuevos desarrollos, y por otro, cómo superamos la inercia desde la misma configuración de la estructura organizativa.
1. acelerando el aprendizaje
2. modelando las estructuras organizativas
3. modelando los sistemas de trabajo
4. modelando la forma en la cual nos acercamos y nos relacionamos con el desarrollo tecnol贸gico
5. entendiendo que la lógica y naturaleza de la innovación y de la generación de conocimiento también está cambiando
“Economic forces such as the growing service economy and commoditization of traditional value chains have led many organizations to pursue breakthrough innovations as part of their business strategy”
FROM
TO
Monolithic Invention
Collaborative innovation
Patent based own & protect
Customer value based share & expand
Well defined objectives
Sense and respond to demand
Single discipline
Multiple discipline
Structured, top down
Symbiotic partnership
Passive consumers
Consumers are producers
Specialized, local R&D teams “not invented here”
Everyone is an innovator, best from anywhere
Dr. Casimer DeCusatis IBM Corporation Creating, Growing, and Sustaining Efficient Innovation Teams (wp) Innovation Ecosystem Study. IBM Academy of Technology
innovativeness
systemic innovativeness capability
Leadership and organization: Company leaders Culture and values: Collaborative, open culture and organization aligned around a common vision and incentives that reward challenging the status of innovation. quo. People and skills: Disciplined approach to building HR activities: Recruitment, people development and training (ideas, skills, knowledge, expertise and innovation capabilities across organization. processes) Dynamic Capabilities: the firm’s ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environments (sense, shape and transform)
Learning system and knowledge management: processes of acquiring, capturing, sharing and using productive knowledge (spiral of knowledge)
In house innovation activities: business scope (RD/RT/NPD), structural and organizational innovation.
Processes and tools: Systematic approach and supporting tools to enable idea generation, pipeline and portafolio management.
Collaboration activities: strategic alliances, research partnership, external networking.
Acquisition activities: search, evaluation and integration of new knowledge and new technology
Source: Pablo MuĂąoz (2008) Toward a model for continuous enterprise innovation
OPEN INNOVATION Open Innovation and distributed knowledge creation
“Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal innovation, and expand the markets for external use of innovation, respectively. [This paradigm] assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as they look to advance their technology.� Henry Chesbrough, Open Innovation: Researching a New Paradigm
OPEN INNOVATION New Concept Henry Chesbrough Executive Director, Center for Open Innovation, Haas School of Business, University of California, Berkeley Ph.D., Business Administration and Public Policy, Haas School of Business, University of California, Berkeley MBA Stanford University
(2005) Open Innovation: The New Imperative for Creating And Profiting from Technology (2006) Open Business Models: How to Thrive in the New Innovation Landscape (2008) Open Innovation: Researching a New Paradigm
OPEN INNOVATION Problems Open innovation is often ill-defined, and as a result implementation can create confusion. Oftentimes, corporate culture and policies need to change for open innovation to suceed.
Usual suspects that explain the limited result: • Not-invented-here syndrome • Poor management focus and endorsement • Lack of process for finding, vetting, and leveraginig outside sources of innovation • Concerns about intellectual property rights Concerns about intellectual property rights
Innovation to specification: A distinct problem and acceptable solutions are specified to innovation partners in hopes that they find a solution that fits inside the defined box.
OPEN INNOVATION The logic of Open Innovation
• We should not restrict research to internal pathways to market. • We must manage IP in order to manage research: need to access external IP need to profit from our own IP • Our researchers must expand their role: knowledge brokers, as well as knowledge generators. • We don’t have to own the research to profit from it. • Not all of the smart people in the world work for us. • We must have enough smart people to recognize excellent research. Therefore we must do some internal research. • We must compete and collaborate to advance our technology. • Research can help define how we collaborate.
OPEN INNOVATION Types of Innovation Networks
Non-Qualified Open Innovation Networks Pre-Qualified Open Innovation Networks Business Partners Suppliers Customers
Blackwell, Fazzina (2008) Open Innovation: facts, fiction and future. Nerac
OPEN INNOVATION Types of Innovation Networks
Non-Qualified Open Innovation Networks
Blackwell, Fazzina (2008) Open Innovation: facts, fiction and future. Nerac
OPEN INNOVATION Types of Innovation Networks
Pre-Qualified Open Innovation Networks
Blackwell, Fazzina (2008) Open Innovation: facts, fiction and future. Nerac
OPEN INNOVATION Types of Innovation Networks
Business Partners
Blackwell, Fazzina (2008) Open Innovation: facts, fiction and future. Nerac
OPEN INNOVATION Types of Innovation Networks
Suppliers
Blackwell, Fazzina (2008) Open Innovation: facts, fiction and future. Nerac
OPEN INNOVATION Types of Innovation Networks
Customers
Blackwell, Fazzina (2008) Open Innovation: facts, fiction and future. Nerac
OPEN INNOVATION
El valor de la nueva perspectiva está en la apertura y sobre todo en el intercambio continuo. Este principio de estimular la creatividad se potencia a través de las nuevas tecnologías que multiplican la capacidad de apertura al conocimiento externo. Esta visión requiere que las organizaciones estén en condiciones de metabolizar el conocimiento distribuido que existe y, para ello, se pueden utilizar una serie de herramientas e instrumentos que enriquecen este proceso. En síntesis, los autores plantean que las organizaciones actuales deben incorporar dos prácticas fundamentales: escanear, explorar y conocer las ideas del medio ambiente y, al mismo tiempo, iniciar un proceso interno de I+D y de re-construcción del conocimiento.
Cobo (2007) El conocimiento open source. La apertura estratégica como arquitectura para la gestión del conocimiento
OPEN INNOVATION Offers
1. A significant opportunity to leverage intellectual resources from outside the company 2. Expand internal innovation capabilities
ORGANIZATIONAL CAPABILITIES
ORGANIZATIONAL CAPABILITIES “Capabilities are complex bundles of skills and accumulated knowledge, exercised through firm processes that enable firms to coordinate activities and make use of their assets� Source: Akewi, Peppard, Hughes (2007) The process of creating dynamic capabilities. British Journal of Management.
ORGANIZATIONAL CAPABILITIES “Capabilities are complex bundles of skills and accumulated knowledge, exercised through firm processes that enable firms to coordinate activities and make use of their assets� Source: Akewi, Peppard, Hughes (2007) The process of creating dynamic capabilities. British Journal of Management.
The paradox of organizational capabilities Path dependency and lock-in Structural inertia Extreme commitment
ORGANIZATIONAL CAPABILITIES “Capabilities are complex bundles of skills and accumulated knowledge, exercised through firm processes that enable firms to coordinate activities and make use of their assets” Source: Akewi, Peppard, Hughes (2007) The process of creating dynamic capabilities. British Journal of Management.
The paradox of organizational capabilities Path dependency and lock-in Structural inertia Extreme commitment
“The critical focus is on the inability of organizations to change their familiar ways of doing when confronted with new developments.This inherent tendency to inertia forms the very basis of the recent capability debate resulting in the call for dynamic capabilities ... The emphasis has shifted to the ability to change and quickly develop new organizational capabilities as a critical prerequisite for sustaining advantages” Source: Schreyögg, Kliesch-Eber (2007) How Dynamic can organizational capabilities be?. Strategic Management Journal
knowledge management
Knowledge management as an organizational capability: ti covers any intentional and systematic process or practice of acquiring, capturing, sharing and using productive knowledge, wherever it resides, to enhance learning and perfomance in organizations Foray (2003) A New Organizational Capability: Knowledge Management
knowledge
“First knowledge, unlike information, is about beliefs and commitment. Knowledge is a function of a particular stance, perspective, or intention. Second, knowledge, unlike information, is about action, it is always knowledge to some end. And third, knowledge, like information, is about meaning, it is context specific and relational. Tacit knowledge is personal, content-specific, and therefore hard to formalize and communicate. Explicit or codified knowledge, on the other hand, refers to knowledge that is transmittable in formal, systematic language� Nonaka (2000) The knowledge Creating Company. HBR
engine movement (learning)
wind (information)
energy (knowledge)
learning & knowledge
The Knowledge Paradox
engine movement (learning)
Parker Rosell 2003
wind (information) Use knowledge, does not mean consume the knowledge Transfer knowledge, does not imply lose the knowledge The knowledge is abundant, but the ability to use the knowledge is limited The “knowledge “could go out of the office at the end of the day
energy (knowledge)
learning & knowledge
knowledge Nonaka's spiral of knowledge
Dialogue
TACIT
Socialization Sharing experiences Brainstorming without criticism TACIT Observing Imitationg I
I
I
TACIT Externalization Writing it down Creating metaphors and I analogies EXPLICIT Modeling I G I
Field building
O G
Internalization TACIT Access to codified knowledge Goal based training EXPLICIT
I
G
G
Linking explicit knowledge
O G
G
Combination EXPLICIT Sorting, adding, categorizing Methodology creation Best practices
Learning by doing EXPLICIT Nonaka (2000) The knowledge Creating Company. HBR
knowledge Nonaka's spiral of knowledge
The creation of knowledge is a continuous process of dynamic interactions between tacit and explicit knowledge.The four modes of knowledge conversion interact in the spiral of knowledge creation. The spiral becomes larger in scale as it moves up through organizational levels, and can trigger new spirals of knowledge creation.
knowledge Nonaka's spiral of knowledge
Socialization Sharing tacit knowledge through face-to-face communication or shared experience. Informal social intercourse and teaching by practical examples. An example is an apprenticeship. Externalization Trying to convert tacit knowledge to explicit knowledge by developing concepts and models. In this phase tacit knowledge is converted to understandable and interpretable form, so it can be also used by others. Externalized and theoretical knowledge is a base for creating new knowledge. Nonaka (2000) The knowledge Creating Company. HBR
knowledge Nonaka's spiral of knowledge
Combination Compiling externalized explicit knowledge to broader entities and concept systems. When knowledge is in explicit form it can be combined with the knowledge that has been filed earlier. In this phase knowledge is also analyzed and organized. Internalization Internalization means understanding explicit knowledge. It happens when explicit knowledge transforms to tacit and becomes a part of individual’s basic information. Cycle continues now in the spiral of knowledge back to socialization when individual shares his tacit knowledge silently.This is how amount of knowledge grows and the previous conceptions might change. Nonaka (2000) The knowledge Creating Company. HBR
knowledge
The spiral of organizational knowledge creation
explicit knowledge
EXTERNALIZATION COMBINATION
SOCIALIZATION INTERNALIZATION
tacit knowledge individual
group
organization KNOWLEDGE LEVEL
inter-organization
OPEN INNOVATION Implications
For Science and technology policies • Open Innovation will generate lots of recombination, due to wide diffusion of knowledge. • Where will the “seed corn” for fundamental breakthroughs come from in future? • What institutions are needed? Labor markets: training, education, univ. research Capital markets: startup formation, discipline IP: access to public, limited protection of private • To what extent should policy promote diffusion, vs. protect invention activity in this new environment?
OPEN INNOVATION Implications
For firms • Can internal R&D continue to be justified, in a world of dispersed ideas, abundant capital, and a mobile workforce? • If startups are generating numerous experiments, how can firms learn from their experiences? Are startups parasitic, or mutualistic? Should good research practice admit careful monitoring of startups’ activities? Should companies promote startup activity?
OPEN INNOVATION The future of Open Innovation and how to leverage it
Open innovation is currently employed, often in only a limited way, primarily during the product design stage of the innovation lifecycle. The perception is that open innovation is a part of this single stage of the innovation lifecycle, which impedes its expanded deployment and realized benefits. With that in mind, companies that are not leveraging open innovation during all stages of the product lifecycle are encouraged to find ways to do so. Implementing and leveraging innovation across the entire lifecycle, inherently spanning functions and other organizational boundaries, can require a fundamental shift in thinking and corporate culture. Specifically, companies that have a collaborative, team-based culture have a distinct advantage in implementing and leveraging open innovation versus those that have more rigid boundaries among functions and lines of business. Typically any significant change to corporate culture requires support from the highest levels. Source: Blackwell, Fazzina,(2008) Open Innovation: facts, fiction and future. Nerac
OPEN INNOVATION The future of Open Innovation and how to leverage it
This cross-functional, trans-lifecycle transformation has begun in the most successful open innovation initiatives. Accordingly, open innovation is giving way to open business models, where all phases of the innovation lifecycle are subject to external thinking. This transformation requires placing each target innovation into the appropriate phase of the innovation lifecycle and establishing specific innovation network strategies for each phase. Open innovation is yielding significant, measurable successes for companies across industries. Organizations that have not yet ventured into open innovation are encouraged to identify three to five critical business issues that may benefit from an open innovation approach. With these issues in hand, the guidance offered here, and counsel from advisors such as Nerac, a company can become poised to undertake successful open innovation initiatives. Source: Blackwell, Fazzina,(2008) Open Innovation: facts, fiction and future. Nerac
La trilogía de la apertura estratégica (conocimiento, cooperación y nuevas tecnologías) puede convertirse en una perspectiva sustantiva dentro de los modos de producción y distribución del conocimiento del futuro inmediato.
Cobo (2007) El conocimiento open source. La apertura estratégica como arquitectura para la gestión del conocimiento
El gran desafío futuro para el marketing digital, y para las empresas vinculadas al desarrollo tecnológico, es sobrevivir en tiempos de aceleración explosiva y entornos siempre cambiantes. La sustentabilidad de estas iniciativas no está en el dominio de la técnica, sino en la ampliación de las capacidades organizacionales y el grado de adaptabilidad de las organizaciones humanas. APRENDIZAJE / CONOCIMIENTO / INNOVACIÓN
Pablo Muñoz (MBA/MBM/PhD©) Director de Postgrado Facultad de Comunicaciones UDD
digital media marketing DESAFÍOS FUTUROS