[OIA Market Study 2013] Who Participates in Open Innovation: A Solver and Community Perspective on the Market for Open Innovation


OIAS coverIn a series of postings, we introduce some key figures and results from
our 2013
OIA Study – A Market Report & Comparison
of more than 160 Open Innovation Accelerators (OIAs)
— intermediaries, brokers, platforms, and consultancies for open innovation
and customer co-creation.


OIAs build on the involvement of
a community.
OIAs connect clients through their communities with a
variety of external actors, most of them are new and unknown to the client
(this "looking out of the box" is exactly the value of open
innovation
).

OIA services differ
significantly regarding their community composition. In average, we find that OIAs have an existing pool of participants
(their "community") of 20,000 members. But OIAs specializing on
ideation or technical contests often have community of more than 100,000
members.

OIA graphic51
The general level of expertise of the community
significantly differs among the different services. OIAs offering technical
search services in form of technology scouting, for example, have access to
high level expert communities, while OIAs focusing on ideation and concept
generation often have a broad, very heterogeneous community of "average"
consumers.

From this pool, about
200 members finally join a
particular project
(in the case of contests, this number is 300). Again
methodological aspects of the services influence the total participant number.
Workshops have a natural limit for participants to be able to generate
meaningful output. 

OIA graphic52
To join the pool of
participants, prospective participants have to accept general terms and
conditions, but in general do sign not a formal contract. This is a core
difference of open innovation via OIAs compared to traditional forms of R&D
networks or alliances.

OIA graphic53
Our study clearly
shows that managers have to take large care when selecting an OIA.T the
composition in terms of expertise and heterogeneity of the community offered by
different OIAs is very heterogeneous and demands special attention – in the
end, the task have to fit the community.

We find a general
focus on applied sciences. Yet expertise background is influenced by project
targets. Services like technical search involve individuals with expertise
preferable in natural and applied sciences and less in social sciences or arts.
On the contrary community members for contests, e.g., design contests, or
market search are characterized by experience in the field of arts or social
sciences. Similar to the characteristic by background of expertise is the
characteristic by the level of expertise. Problem solving projects demand a
higher expert level than projects focusing on consumer insights.

 THIS IS THE LAST POST OF SELECTED FINDINGS FROM THE OIA 2013 STUDY.
Find all earlier postings here.

For the full picture, refer to The Market for Open Innovation: The 2013
RWTH Open Innovation Accelerator Survey
, with many more details, authored by Kathleen Diener & Frank Piller, 2nd
edition, May 2013. Lulu Publishing: Raleigh, USA

Check all options how
to get the study at study.open-innovation.com

By | 2018-06-14T06:47:09+00:00 Juni 11th, 2013|OI Market Study 2013, Open/User Innovation|

About the Author:

Frank T. Piller is a Co-Director of the MIT Smart Customization Group at the MIT Media Lab, Massachusetts Institute of Technology, USA, and a chair professor of management at the Technology & Innovation Management Group of RWTH Aachen University, Germany, one of Europe’s leading institutes of technology. Before entering his recent position in Aachen, he worked at the MIT Sloan School of Management (2004-2007) and has been an associate professor of management at TUM Business School, Technische Universitaet Muenchen. Frequently quoted in The New York Times, The Economist, and Business Week, amongst others, Frank is regarded as one of the leading experts on strategies for customer-centric value creation, like mass customization, personalization, and innovation co-creation. His recent analysis of the crowdsourcing business model “Threadless” (co-authored with Susumu Ogawa), an innovative crowdsourcing business model in the fashion industry, has been elected as one of the Top-20 articles in MIT Sloan Management Review.