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FEI Europe 2011: Open Innovation/when meaningful ideas collide

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OPEN INNOVATION/when meaningful ideas collide

Pioneering New Partnering Ecosystems
Andre Convents, Head of R&D, PROCTER & GAMBLE EUROCOR NV * Joe Amaral, Vice President, Surgical Technology, JOHNSON AND JOHNSON CORPORATION * Petra Soderling, Founder, Mobile Brain Bank, and Director, Symbian Smartphones, NOKIA * Josh Aber, Director, Technology and Innovation Management, ROCHE DIAGNOSTICS

*All opinions expressed during this panel are from an individual view point, and do not represent the views of the company.*

Soderling ' Open source opens up a company to come up with stronger ideas. It's like standardization. Agreement on a basic level across platforms allows for innovation farther than the standard line. Nokia provides the platform, then developing communities innovate from their. To attract developers they provide the nice devices, tools, in-store opportunities.

Johnson & Johnson functions through a global network of individuals in regions. They interact with technology officers with investigators. A challenge in healthcare is identifying who the right people are. Roche works closely with them to give ideas, suggestions and they see the opportunity that reduces risk.

Convents believes that shared collaborative innovation is the most successful when your company has found the right partner. Collaborating on the regulatory front can be extremely beneficial. Working together towards a solution creates extreme amounts of benefit.

Amaral believes companies should identify what they want to keep and what they want to give away. Your products are on the market, your stories are out there, but the company hasn't given away their 'secret sauce'.

You Can't Innovate Alone
Dr. Graham Cross, Collaborative Innovation Director, UNILEVER

It may be surprising, but a company like Unilvever can be behind something as powerful as Starbucks. They work together because Unilever sees the value in the alliance for companies like Starbucks. One of the key motivators for the partnership was company ethics.

Different types of innovation work better in different economies. When building a partnership, it's focused on building risk and reward. Unilever focuses on building world class workers.

The relevance of partners: routes to customers and markets, hard assets, access to use intellectual property, access to use skilled hands. Re-developing and co-branding a product could provide more success than previously thought. For example, Marmite partnered with Guiness and the product exploded.

The Requirements for Success in Creative Partnering
Nicole Russell, External Networks & Open Innovation, GSK

The CE0 that started in 2009 really understood the Pharmaceutical and Healthcare business. How have they reorganized for innovation? They decided the needed to know how to reorganize the business. They chose to focus on the top 11 brands, and then thoughtthat they would be best governed by a single place.

Key success factors: dedicated innovation resources, co-location, culture of open innovation, structured pipeline process, governed by portfolio management board, superior project management board, marketing excellence and high level of visibility in the pipeline.

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