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The tool is based on a systematic integration of different techniques that support the establishment and maintenance of innovation networks. The different formats and their specifics in terms of background and of participants depend on the phase of innovation networking.
Among the techniques discussed are: matchmaking events with decision makers from up to 20 private sector institutions, and innovation-planning events with two institutions, each represented by the decision maker that initiated the cooperation in the first phase as well as staff members in charge of the operationalisation or formats for stabilising established networks. In order to systemise the process of establishing a collaborative relationship between knowledge holders and seekers and form a collaborative comparative advantage, the innovation networking process is subdivided into initiation, establishment, and stabilisation.
Each of these phases is supported by networking techniques, which allow collaborators to benefit from innovation networking by realising a collaborative comparative advantage. Innovation intermediaries that have the sole purpose of enabling other organisations to innovate. New or already established enterprises that seek to fill knowledge gaps in the innovation process. Start-ups and enterprises that are looking for knowledge outside the company Business speed dating wiki can help Business speed dating wiki solve problems and find new ideas for creating growth.
Students and researchers that are looking for the right platform to share their ideas.
In a world of open innovations, the facilitation and stimulation of innovation partnerships between knowledge holders and knowledge seekers is an important part of realising and maintaining competitive advantages. Systematic innovation networking is a process that organises the integration of diverse knowledge and Business speed dating wiki of knowledge holders into the innovation process of knowledge seekers in a way that both parties benefit.
The tool aims to achieve the following objectives: Allow a precise definition of rights and duties of cooperating partners. Enable innovation partners to find a common language. Arrange formalities of t innovation processes. Expose possible clashes of interest, and in cases where they exist, help resolve them.
Balance openness and closure of a network. For this tool we are going to apply several techniques, each one requires different materials. For the innovation breakfast: Summary of the profile of each organisation participating in the breakfast. Meeting room with 8 to 10 different tables to allow for conducting speed-dates for 8 to 10 organisations.
A breakfast venue at the same location as the meeting room. For the network canvas: Large printed network canvas for each of the participating organisations. Alternatively, the network canvas structure may be drawn on a flipchart. Sticky notes post-it with pens to fill in the network canvas. An overview of the related questions that guide the filling of the canvas. External brokers facilitate the implementation of the networking tool.
The broker is central to the networking process. Brokers can be external parties without own financial stakes in the innovation process or can be internal members of an organisation taking part in innovation activities. Be able to see the big picture and discern megatrends in technology, business, and society. Be doers, able to integrate external ideas into the company and bring them to market quickly. Command the respect of CEOs and the board to get top-level buy in.
For this phase the innovation breakfast technique can be applied. Furthermore, the procedures and tasks required for operationalising the cooperation need to be clarified. For that, the network canvas technique is going to be applied. This driver is the seed that forms the basis for the cooperation.
It may be rather unspecific, such as the mere motivation of an entrepreneur to find new opportunities to grow a business, or specific, such as the need for a certain technology or the availability of funds. No matter what it is, the urgency of the driver determines the commitment of the actors involved in a networking process. In order to support the identification of this network seed, it is recommended to focus on key decision makers in this first step of network formation, as networks can only be deed and stabilised by committing resources.
A platform should be provided that allows actors to match their interests and develop a first idea for cooperation. One way of systematising this matching process is to host an innovation breakfast. Technique: Innovation Breakfast An innovation breakfast is a technique that combines an innovation speed dating session with an informal breakfast session. The idea is to match a high of workshop participants on the Business speed dating wiki of short, bilateral pitches, identify areas of t interest, and further narrow down the options in extended, informal discussions during a breakfast session.
The participants of an innovation breakfast are typically decision makers from the participating institutions. The implementation of this technique consists of the following steps: STEP 1. This is important to allow the participants to scan for potential matches in interests with other participants.
Though this might be a trivial step, it is critical because it shapes the motivation of the workshop participants during the following stage. STEP 1. Speed dating in the business realm is a technique deed to accelerate business contacts. The event involves multiple people gathering at the same venue to exchange information. Participants greet each other in a series of brief exchanges during a set period of time.
During the interaction, attendees share their professional backgrounds and business goals. It is recommended to conduct the speed dating in the following way: Step 1. Formulation of questions rather than potential solutions stresses the importance of actions and resources needed to address the questions.
Step 1. In order to match all organisations, two equally-sized groups of participants are formed, with one group playing the active part and the second the passive part of the speed dating session. The members of the passive group are each seated at a different table. The members of the active group move from one table to another. The duration of the meetings can be adjusted on the basis of the of participants. The idea is that the participants get the opportunity to narrow down the cooperation Business speed dating wiki by discussing the of the speed dating process in an informal setting.
It is not recommended that an external party interfere in this process. Furthermore, the procedures and tasks required for operationalising the cooperation are clarified. It is recommended using the of the HMW-template to start the process of streamlining the understanding of the stated mission. While the network initiation phase was focused on matching a huge of decision makers from up to 20 different institutions, only those institutions that stated an interest in cooperating with each other are featured in the network composition phase. It is of high importance to ensure that not only decision makers are participating in this process, but also the actors who are operationalising the cooperation.
Overall, it is recommended to work with only 2 institutions, with each of them being represented by a decision maker, as well as 2 to 3 staff members each. The canvas offers two distinct features: First, it allows streamlining individual and t understanding of the cooperation in terms of motivation, expectation, investment, and notion of success. Second, it supports the progress from this t understanding to the organisation of a cooperation as the sharing of tly realised profits. For the implementation of this technique, the following aspects should be considered: Topics that are either of high importance or occur several times should be highlighted.
It is important to provide the opportunity to individually and tly reflect on the of the process. Therefore, after a short period Business speed dating wiki time usually a few daysa feedback loop should be installed that allows the participants of the session to voice the result of their reflection process. After days, participants of the workshop should get the opportunity to voice the result of their reflection process, usually by sending brief s to the external workshop facilitator.
In case disagreements become evident, the workshop should be conducted again to ensure that the expectations of the cooperation are successfully streamlined. STEP 2. Starting point of this process is the HMW-statement developed during the network initiation phase. Based on the statement, a t vision is developed, the value addition of the cooperation clarified, a t goal developed, as well as success parameters for the cooperation defined.
For each of these Business speed dating wiki, a set of guiding questions is presented below. Motivation At the very start of the process, the following two questions need to be discussed and answered: What is Business speed dating wiki t motivation for the partnership? Which t vision interlinks us? Value Addition Afterwards, the value added through the cooperation is identified. Here, the following two questions guide the process: Which value addition does the cooperation create in the short, medium, and long term for both partners?
How do we ensure that we match the competencies needed for the cooperation to strive? t Goal Based on the following three questions, the t goals of the cooperation are clarified: What is the t vision for the cooperation project? How important is this vision for each of the partners?
How do we know, that we move Business speed dating wiki the realisation of this goal? Success Parameters The last step is to develop a t understanding of a successful cooperation. The following questions can guide this process: Which indicators can be used to measure the t success of our cooperation? How do we monitor the t success? What are we measuring? The process is comparable to that undertaken in Step 2.
First, the individual motivation for cooperating is clarified. After that, the expectations, investments into the cooperation, as well as individual success indicators are clarified. Motivation In order to clarify the individual motivation for cooperating, the following questions are to be answered: What motivates us to invest in the cooperation?
What Business speed dating wiki our partner? Expectations The next step is to clarify the individual expectations of the partnership. Here the following questions can guide the process: What do we expect from the cooperation? What does our partner expect? Which value addition does the cooperation offer to our business? Which additional competences do we obtain from the cooperation? Which level of transparency and trust do we expect and allow? Investment This Business speed dating wiki followed by identifying the individual input to the project.
This is done by answering the following questions: Which competences do we bring into the cooperation? Which resources do we invest? Success Indicators In the last step the individual success indicators are clarified based on the following questions: Which indicators will be used to measure the t success of our cooperation? It is recommended to be transparent in this process and to implement it in front of the workshop participants step-by-step. In case major differences are detected, the t view of the cooperation has to be adjusted.
Here, it is necessary to discuss the adjustment needs of each of the building blocks in the canvas, identifying areas of disagreement and adjusting the t view. The duration of this step depends on the disagreements identified. In case there are none, it can be done in 5 minutes. When major differences are identified, the t view may be adjusted which can add up to 1 hour to the total duration of this technique.
Here, the cooperative modus operandi is clarified. The second key aspect is profit sharing. In order to avoid conflicts, it is highly recommended to clarify who is benefiting from the cooperation. Organisation of the Cooperation In order to move towards a t understanding of the modus operandi of the cooperation, the following questions provide guidance: What are we doing together — and how are we doing it? How are we taking internal decisions of relevance to our cooperation? How are we managing conflicts? Which communication channels are we using? Who is in charge of organising meetings?
Profits A clear t understanding of profit sharing matters is essential to avoid conflicts. It is proposed to answer the following questions in order to deal with this matter: Who is benefiting from the cooperation, and how? How are our stakeholders affected by the cooperation? When will the changes and Business speed dating wiki manifest? This stabilisation process should address two aspects: Bilateral Linkages The network canvas discussed in the phase is a technique for establishing bilateral linkages.
Strengthening bilateral linkages refers to the continuous process of putting the agreed modus operandi into practice. The focus at this phase of the networking process is very much on day-to-day process management. As it is often not a good idea to interfere in the internal processes of institutions, the bilateral linkage management is out of the context of external facilitators, i.Business speed dating wiki
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