Enabled by SalesForce.com Simon Boucher in collaboration with: JF Kuersteiner and Frédéric Gagnon of Fujitsu September 2013

» Innovation and Collaboration:

» Concepts

» Proposed Solution

■ North-American and European sales revenues from new products have increased by 60% but time to market has been reduced by 30%

■ Canada ranks 18th among 121 countries on the innovation index. Ironically, companies with a dedicated R&D department are decreasing.

■ Networking and exchanges between business divisions and clients drives the development of new ideas

■ Collaboration can be enabled by an unprecedented number of technologies

■ Opportunity: Create an innovation structure and culture

■ Opportunity: Structure innovation through open technologies enabling an extended business network

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Introduction in 3 steps

Models

Processes

ToolBox

Innovation models In 50 years, the concepts of innovation process has evolved

significantly, from a simple (closed) linear model towards a more

complex interactive, collaborative and open innovation model.

Models

Examples

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Linear, closed innovation model – R&D

Science knowledge base

Models

Lab activities

Research Development Implementation

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Source: Chesbrough 2003

Open innovation model (Interactive & collaborative)

Models

Internal Knowledge base(s)

Research Development Implementation

Employees

Partners

Suppliers

Clients External Kowledge base(s)

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Execution: Innovation process

Sales reps

Suppliers Clients

Openness: Collaboration

The combination of rigorous execution & open collaboration enables the open innovation approach

Research – Idea generation Development - iterations

Partners Service Clients Clients concerns

Voice of the customer

Service requests Surveys

Innovation: Needs a structure

Le cas de Philips (Chesbrough)

Old Philips model In 2003, Philips broke up

the fortress of its Research

Labs

Example: Open Innovation Process ≠ R&D only

New Philips model ■ They built the High Tech

Campus Eindhoven

■ A world‐class technology

centre of high tech

companies collaborating

together in the

development of new

technologies

Example: Open Innovation Process ≠ R&D only

Cirque du Soleil must develop ideas on the periphery of creation, upstream. This brainstorming work—which is done to seek out new talent, develop acts and identify new areas of knowledge and technology—now also calls on external resources. Cirque du Soleil has established strategic alliances with educational institutions, including polytechnics and circus schools, to feed its inspiration and stock its cupboard of ideas. Acts and equipment are now thought out, tested and assessed several months in advance. Based on assessment results, certain ideas will be developed further in order to potentially incorporate them into a show. Some 50 act concepts are now under study, and 15 or so have come to fruition.

Example: Open Innovation at Cirque du Soleil

Innovation process overview

A «Stage Gate» approach Idées

De nombreux processus différents ont été proposés, — linéaires, bouclés, ouvert, etc. — mais la majorité commence par les idées et leur raffinement et finit par le lancement d'une offre et son suivi.

De nombreuses appellations et représentations existent : pipeline de l'innovation (innovation pipeline), innovation funnel (rarement traduit par « entonnoir » de l'innovation), etc.

Pendant chaque étape, il est nécessaire de se demander: « Est-ce que nous voulons aller plus loin ou pas » (go/no go) ?

Managing the Innovation Process

■ Bad evaluation of the client’s needs and market (45 %)

■ Insufficiently structured development

■ Undifferentiated product ■ Insufficient product definition

■ Product not part of the strategic mix, insufficient management support

■ Deficient product marketing(25 %) ■ Not enough budget or ressource, too many products

13 Winning at New Producs : creating value throught innovation / Robert G. Cooper. – 4th ed., 2011, by Addison-Wesley Publishing Company, Inc.

Main causes of failure

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Expectations from the innovation tool-box Enable the capture of ideas

Identify the momentum as it builds up around an idea

Manage an innovation strategy

Structure a realization process and ensure rigorous execution

Ensure consistency between idea and resulting product/service

Manage development projects based on priorities and strategic alignment

Innovation

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Expectations from the collaboration tool-box Instantaneous or asynchronous communication capabilities that can be

extended to internal and external groups or communities

Collect of ideas from clients or suppliers

Manage communications around ideas, not around people

Breadth of Tools for communication and networking

Enables the sharing of information, and quick feedback

Build and maintain communities of interest, build engagement

Innovation

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Innovation powered by Salesforce

■ Innovation ■ Companies that have not yet structured their

innovation strategy/processes

■ Organizations that have limited R&D or innovation resources

■ Enterprises with mature products/services portfolio, with growth or differentiation issues

■ CMOs, COOs, mostly business folk

■ Managers with OPEX accountability

■ Collaboration ■ Companies that have no collaboration tools

■ Organizations with SFDC and CRM in place

■ Enterprises looking to become more customer-centric, or to involve their network in the innovation process today

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Current Salesforce client and new clients!

■ Innovation Audit (Assessment of the actual situation)

■ Force.com: Innovation Processes Enablement

■ Force.com: Idea Management

■ Chatter Collaboration Enablement

■ SalesForce Communities Enablement

■ Radian6: Social Listening and integration to CRM

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Process Enablement

Collaboration

Innovation Audit

Idea Management

Social Listening

CRM Integration Community Enablement

Elements of the Open Innovation Solution

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