Four models are identified for organizations to pursue simultaneous core growth and transformative innovation leveraging open innovation principles: 1) corporate accelerators —engage with or create autonomous startups; 2) external startup platforms — engage with startups through established third parties, 3) consortia or alliances — leverage resources of peers and emergent players across the innovation ecosystem; and; 4) direct entrepreneurial approach -- work from within the organization to develop new units. We identify “innovation maturity” as the key factor to select which model is most appropriate for the organization. Additional considerations include the resources, processes and values of the organization, and the developmental status of the transformative technology. Model choice(s) are dynamic and can evolve over time as the innovation capacity of the organization matures and adapts to change.
Educators broadly agree that interest plays an important role in learning. In our work, we develop learning environments that align learner interest and important adult-defined learning objectives. Through this work we have come to recognise the complexity of the enterprise of this kind of learning environment design.1 At this stage, we have a relatively stable design model in the passion curriculum design approach.2 Missing, however, is a basis for analysing the interests and engagement of individual learners as they interact with a learning environment over time. This paper describes the theoretical and design frameworks we use, and recounts our most recent curriculum implementation, Multimedia Studio, and how it exposed this critical gap in the design model. We found that designing for learner interest is an even more complex undertaking than we originally understood. The lessons learned demonstrate the challenges of interest-centred approaches to curriculum design and can inform the work of other learning environment designers and researchers working in similar contexts.
Given the pace of change in nearly every aspect of society, transformative innovation is imperative. At the same time transformation is very difficult for large established companies. Open innovation – collaboration with outside entities such as startups -- is a powerful tool for exploring both business model and technological innovation. A thriving ecosystem provides a healthy environment in which dramatically different types of entities can find each other and the resources they need to explore and ultimately engage in transformative innovation. Given these benefits, corporates can and should play a role in the creation and growth of thriving ecosystems. We describe the work done to create the life sciences ecosystem in Boston/Cambridge through the eyes of Author 2 who was a central leader in that effort. And we describe in detail both the benefits corporates can enjoy, and the role corporates can play in developing a thriving ecosystem.
Under pressure from mounting forces of change, corporations must engage in innovation more than ever. The transformative types of innovation required for organizations to thrive in the long-term are extremely difficult for established incumbents, in part because they have existing businesses to maintain. We focus on these transformative innovations that are difficult to achieve since they require exploitation of both technological and business model advancements. The Innovation Dashboard 2.0 that we describe herein offers a way for organizations, especially established corporates, to determine innovation activities, measure those activities, build innovation capacity, and align stakeholders across the organization around those activities.
This Note summarizes our findings based on an exploratory and initial global research study of best practices for organizations employing open innovation business model strategies. We utilized an expert interview approach to develop a survey that was taken during the Covid-19 pandemic. It was meant to assess open innovation strategies and tactics, particularly focused on partnering with startups and emerging companies. We worked with a cohort of Corporate Accelerator Forum (CAF) members (as experts), prior to a more extensive survey of corporations concerning their engagement with startups. Our experts included key leadership from Techstars, Bayer CoLaborator, and Illumina Accelerator. We plan a broader, more extensive survey of national and international companies as a follow up. Our results highlight and provide commentary on current industry practices and trends during the Covid-19 pandemic, and have applicability to the biopharma, MedTech, and digital medicine/health markets.
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