FACT 1:Space activity is

EXPEN$IVE

FACT 2 3 & 4Asteroids are:

abundantlucrative

dangerous

DETECTION

TRACKING

CHARACTERIZATION

MINING

Putting the FUN in FUNnels

$$$

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Mission Statement:

“Our mission is to explore and identify the benefits and draw-backs of Open Innovation con-cepts and to develop a case study that makes recommen-dations regarding the suitabil-ity of specific Open Innovation models to the Space Sector.”

01 Introduction 02 Motivation

The demand for innovation in indus-try has always existed, and is higher now than ever before. The space sector is no exception; it also de-mands constant innovation in order to progress and explore new fron-tiers. The traditional approach for in-novation here has been to use the reputable closed model, with the open model taking a back seat un-til recent years. Indeed, OI in space is still in a fledgling stage, but one that is full of potential. So we ask ourselves: how applicable is OI for space?

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The ultimate goal of this project is to identify wheth-er OI models may be sustainably adopted by space sector actors. In this pursuit, the report aspires to achieve three goals: 1. To define specific OI methods and models that may be applied to the space sector2. To use asteroid mining as a case study to illustrate the benefits and limitations of OI 3. To make recommendations of how OI may be ap-plied to other space activities

Purpose

Doing business in space is complex, expensive, and restricted by a va-riety of technological, legal, financial, and political factors. While the space industry in the 20th century was dominated by closed business models, we now detect a paradigm shift of entities performing in a more open and collaborative fashion. From crowdsourcing cubesat missions to businesses sharing technologies that will one day be used for asteroid mining, a new era of open innovation is on the rise.

The following Executive Summary presents core information from the re-port “Open Innovation in the Space Sector” prepared by a team of 33 participants from the International Space University 2014 Space Stud-ies Program, hosted by École de Technologie Supérieure and École des Hautes Études Commerciales in Montréal, Canada. The goal of this Ex-ecutive Summary is to introduce the concept of Open Innovation (OI) to the reader, to explore and analyze the possibilities of implementing OI concepts and practices in different areas of the space sector to provide tangible benefits, and to perform a detailed case study of applying OI to the asteroid mining industry and offer conclusions and recommenda-tions for doing so.

We hope you will find this report beneficial and interesting.

SSP14 Open Innovation Team

03 Open Innovation

5

Closed Innovation

Open Innovation

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The closed model of innovation is centered around entities gen-erating innovative new ideas, products, services, and processes strictly through internal research and development (R&D). The ra-tionale for this approach has long been centered around protect-ing intellectual property (IP) resulting from these R&D efforts. This approach is one of “first to patent”.

The closed innovation model proved successful long ago, but nonetheless is not without its disadvantages. In the R&D phase, the closed approach often yields ideas that, while not useful to the company’s primary focus area, may prove beneficial if pro-vided to other external entities. The closed model does not allow this; internal ideas deemed not useful are shelved or trashed. Pos-sible reasons for this include lack of internal funding, R&D results not aligning with company vision, and poor timing of bringing the idea to market.

In contrast to the closed model, OI allows entities to send and receive input to and from outside sources to foster collaboration, reduce costs, and bring new technologies to market faster. The OI approach is one of “first to market”.

OI practices can be implemented in a vast number of ways; however, we can catego-rize OI in one of two ways: “inside-out” and “outside-in”. Inside-out refers to entities offer-ing their own internal assets to external enti-ties, whereas outside-in takes external ideas and resources to use for internal purposes.

Open Innovation is the process of strategically managing the sharing of ideas and resourc-es among entities to co-create value.

vectortemplates.com, clipartsfree.net,

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04 Methodology

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05 SurveyOpen Innovation theory from academ-ia and public reports are used to pre-sent the spectrum of OI models and approaches. Research of definitions conducted to establish knowledge body of Innovation theory, history and evolution of innovation, and to narrow the OI field for the creation of a new OI definition that represents the OI Team Project perspective.

How did we do it?1. Taking experience and best practises form terrestrial applications2. Perform overarching analysis of OI im-plementation in space sector3. Perform detailed analysis in selected case study

OI in the Terrestrial SectorThe analysis of terrestrial success and failure stories is demonstrating different OI models and approaches. Showing detailed cases of the effects of the OI implementation in business mod-els. Demonstrating the applicability of OI and answering the questions of WHO, HOW, WHY, WHEN and WHERE to implement.

OI in the Space SectorActors in the space sector who incorporated OI models in their innovation and business strat-egies are contacted and analyzed. Profiles of the innovation portfolios are assembled to show the practicability and potential of OI models in the advanced space sector.

Case Study: OI in Asteroid MiningAsteroid mining was selected as the case study of the report. This evolving industry faces innovation and progress opportunities as no other. Proposed outer space resource mining concepts are used to demonstrate and recommend the methods of OI application to this new commercial industry.

Conclusion: The opinion of the majority of industry is that legal frameworks are a hinderance to implementing OI in space. Agencies differ in opinion significantly.

Acknowledgements to the companies and individuals who contributed to this survey.

06 Analysis & Results: OI in the Space Sector

9opening up and sharing with partners, risks during the dif-ferent phases can be reduced.

Benefits Risks

Opening up and building cross-border networks with partners from space and non-spacel industry

Many minds are col-laborating to solve a common problem

Dividing the investment over multiple partners

OI in Space

Sharing Cost

Decrease Timeframe

NewIdeas

Sharing Risk

NewIdeas

Commercialization

Management

Strategic PartnerSelection

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Choosing the right partner in strategic technology developmen

Managing the change within the organisation

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Space is a complex, vast and amazing environment. OI methods decrease the barrier to entry for everyone allowing the sector as a whole to benefit.

Current RiskSpace endeavors are risky. Launchers are complex, space debris is an ever present prob-lem and space weather isn’t well understood. Space multiplies problems turning a minor glitch on Earth into a catastrophe in space. Implementing OI to solve shared obstacles will benefit everyone.

Shared IdeasOI makes use of external sources of ideas. The world has an excess of talent that is avail-able to solve any problem we have if used properly. Existing industries can consult in the space sector, the public can provide valuable input and collaboration can bring about changes unseen by single players.

OpportunityNeptec used its experience in the space sector to create high quality terrestrial products increasing industrial efficiencies for their clients. The University of Calgary tooks its medi-cal experience and worked in partnership with MDA to create robotic surgery tools that are saving lives. Planetary Resources effectively harness public knowledge capital in their crowdsourcing efforts to create a new industry in space. OI methods can be harnessed to bring increase value to nearly any challenge.

LawSpace activities by their nature cross national borders. The Outer Space Treaty (1967) is a widely accepted base for space law, but contains many shortcomings. There is an every increasing number of countries and private firms working in space and international laws are behind technical and social change. For OI to flourish in the space sector the law must be reviewed.

Space is infinite; there is room for everyone.

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07 Analysis & Results: Case Study

Crowdsourcing the search for NEOThe crowd can be invited to solve technical challenges, carry out design tasks, develop algorithms, or help to analyse a large amount of data.

GamificationCreating a framework, in the form of rapidly evolving, interactive virtual simulations, we can direct them to solve complex real world problems using crowdsourcing.

Constellation of a telescope network to support space miningUtilizing the existing space and ground based infrastructure may prove to be more cost effective.

Planetary Resources Roadmap

Arkyd 100 SeriesArkyd 200 SeriesArkyd 300 SeriesAsteroid Mining

This text box is a placeholder; the roadmap will be represented graphically in the final version.

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08 Conclusions 10 The Team

11 AcknowledgmentsAuthors of the Executive Summary and the associated Final Report are grateful to the following experts whose professional support helped in performing work connected with the development of these two doc-uments:

Adam Mizera, Christian Sallaberger, David Grandadam, Denis Remon, Eric Hall, Gary Martin, Gregg Maryaniak, Ian Fichtenbaum, Jacques Arnould, Jim Burke, Julien Tallineau, Ken Davidian, Luise Weber-Stein-haus, Mario Ciaramicoli, Maryam Nabavi, Michael Labib, Patrick Co-hendet, Rene Oosterlinck, and Simon “Pete” Worden.

We would also would like to thank Chair of the Open Innovation Team Project Ozgur Gurtuna, along with Teaching Assistant Matthew Claude for their amazing guidance and support throughout this project.

Co-valueOpen innovation allows to cre-ate co-value. It can bring togeth-er different types of value, much more than economical or finan-cial value. OI can bind together economical, legal, societal and environmental value in order to provide an output valuable for the society at large.

Maturity of TechnologyOI is difficult and possibly coun-terproductive to implement at all TRLs. OI can be applied TRL 3 really efficiently because pre competitive R&D prevents IP loss. Whereas TRL 4 and 5 seems to be potentially relevant for OI, the applicability in higher TRL is questionable because of impor-tant IP issues.

Early Stages of OIOpen Innovation is successful in the early stage of an idea-tion process. Going outside the boundaries of the firm stimu-lates creativity and improve a quantity, quality and diversity of ideas received by an organiza-tion.

CommercializationOI can reduce time to go to mar-ket and accelerate commerciali-zation when IP is already defined and protected. OI can be valu-able to better respond to cus-tomer needs and/or to develop new applications of an existing product or service, potentially creating markets.

Societal BenefitsOI is the best dedicated process to solve complex societal and/or environmental issues. Can be addressed to these kind of issues bringing different communities and entities to work together. It allows open collaboration be-tween actors sharing common interests for humanity.

09 Recommendations

The findings of this report suggest that the application of OI in the space sector has been mostly limited to early mission phases and technology development at low TRL levels. Our team concludes that OI can add value to the space sector by tapping exter-nal communities for expertise and resources. The best OI methods to implement for a specific case are determined by whether the primary actor is a national space program or private company and the type of challenge requiring a solution.

A photo of TP OI team will be placed in the final verion of the Executive Summary.