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| 049 | _aMAIN | ||
| 245 | 0 | 0 |
_aOpen innovation : _bnew product development essentials from the PDMA / _cedited by Charles Noble, Serdar S. Durmusoglu, Abbie Griffin. |
| 264 | 1 |
_aHoboken, NJ : _bWiley, _c2014. |
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| 300 | _a1 online resource | ||
| 336 |
_atext _btxt _2rdacontent |
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| 337 |
_acomputer _bc _2rdamedia |
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_aonline resource _bcr _2rdacarrier |
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| 347 | _atext file | ||
| 500 | _aIncludes index. | ||
| 520 |
_a"A clear, practical guide to implementing Open Innovation for new product developmentOpen Innovation: New Product Development Essentials from the PDMA is a comprehensive guide to the theory and practice of the Open Innovation method. Written by experts from the Product Development and Management Association, the book packages a collection of Open Innovation tools in a digestible and actionable format. Real-world case studies drawn from the authors' own successes and failures illustrate the concepts presented, providing accurate representation of the opportunities and challenges of Open Innovation implementation. Key tools are presented with a focus on immediate applications for business, allowing NPD professionals to easily discern where this cutting edge development method can push innovation forward. Open Innovation assumes that companies can and should use both internal and external ideas and paths to market, permeating the boundaries between firm and environment. Innovations transfer outward and inward through purchase, licensing, joint ventures, and spin-offs, allowing companies to expand beyond their own research and dramatically improve productivity through collaboration. PDMA Essentials provides practical guidance on exploiting the Open Innovation model to these ends, with clear guidance on all aspects of the new product development process. Topics include: Product platforming and idea competitions Customer immersion and interaction Collaborative product design and development Innovation networks, rewards, and incentives Many practitioners charged with innovation have only a vague understanding of the specific tools available for Open Innovation, and how they might be applied. As the marketplace shifts dramatically to keep pace with changing consumer behaviors, remaining relevant increasingly means ramping up innovation processes. PDMA Essentials provides the tools NPD practitioners need to implement a leading innovation method, and drive continued growth"-- _cProvided by publisher |
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| 520 |
_a"The goal of this book is to gather a collection of Open Innovation tools and package them in a way that is digestible and actionable by thoughtful practitioners"-- _cProvided by publisher |
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| 588 | 0 | _aPrint version record and CIP data provided by publisher. | |
| 504 | _aIncludes bibliographical references and index. | ||
| 505 | 0 | _aPart 1. Open Innovation in the Fuzzy Front End -- Part 2. Open Innovationin the Development Stage -- Part 3. Open Innovation with Universities -- Part 4. Open Innovation for Really Big Initiatives -- Part 5. Best Practices and Advice for Open Innovation. | |
| 505 | 0 | 0 |
_tIntroduction: The Journey into Open Innovation -- _tWhy Open Innovation? -- _tPerspectives on Open Innovation -- _tEssential Tools for Open Innovation -- _tAbout the Editors -- _tEndnotes -- -- _gPart 1. _tOpen Innovation in the Fuzzy Front End -- -- _g1. _tDe-bottlenecking Open Innovation: Turning Patent-Based Technology Network Analysis into Value -- _g1.1. _tMethods of Patent Analysis and Data Mining -- _tPatents as a Lead Indicator of Innovation -- _tNetwork Analysis Tools and Relevant Features -- _tApplications of Patent Analysis -- _g1.2. _tPatent Analytics for Identifying Open Innovation Partners -- _tTechnological Competence Mapping and Gap Analysis -- _tGeographic Proximity Analysis -- _tUnderstanding Cooperation Networks through Co-Inventor Analysis -- _g1.3. _tNanotechnology Case Study -- _g1.4. _tConclusion -- _tReferences -- _tAbout the Contributors -- -- _g2. _tOpen Foresight Workshops for Opportunity Identification -- _g2.1. _tCorporate Foresight Workshops and Processes -- _g2.2. _tOpening Up the Foresight Process -- _g2.3. _tStages of Opening Up the Foresight Process -- _tFamily: Integrating (Selected) Internal Experts (Stage I) -- _tFriends -- _tStrangers: Integrating Unknown External Sources (Stage IV) -- _g2.4. _tPitfalls to Avoid -- _tAssuming Participants Are Naturally Motivated to Contribute -- _tEmphasizing the First and Overlooking the Next Steps -- _g2.5. _tKeys to Success -- _tPre-foresight -- _tRecruitment -- _tGeneration -- _tIntegration -- _g2.6. _tConclusion -- _tReferences -- _tAbout the Contributors -- -- _gPart 2. _tOpen Innovationin the Development Stage -- -- _g3. _tKeeping Up with the Virtual Voice of the Customer-Social Media Applications in Product Innovation -- _g3.1. _tIntroduction -- _g3.2. _tThe Voice of the Virtual Customer -- _g3.3. _tThe Social Media Phenomenon -- _tRelevance and Definition of Social Media -- _tForms of Social Media -- _g3.4. _tSocial Media in New Product Development -- _tGeneral Overview -- _tLevel 1: Listening to Customers -- _tLevel 2: Dialogue with Customers -- _tLevel 3: Integration of Customers -- _tBenefits and Risks -- _g3.5. _tSuccess Factors -- _tInternal Success Factors -- _tExternal Success Factors -- _g3.6. _tConclusion -- _tReferences -- _tAbout the Contributors -- _tAcknowledgments. |
| 505 | 0 | 0 |
_g4. _tPrediction, Preference, and Idea Markets: How Corporations Can Use the Wisdom of Their Employees -- _g4.1. _tIntroduction -- _g4.2. _tVirtual Stock Markets in Corporations: Prediction, Preference, and Idea Markets -- _tConceptual Model of a Virtual Stock Market -- _tAccuracy -- _tAccessible Information -- _tTruth-Seeking Trading Behavior -- _tDomain Knowledge -- _tTrading Experience -- _tNumber of Participants -- _tParticipation Incentives -- _tIdea Entry Restriction -- _tPricing Algorithm -- _g4.3. _tHow Well Do Prediction, Preference, and Idea Markets Work in Corporations? -- _tPrediction Markets -- _tPreference Markets -- _tIdea Markets -- _g4.4. _tImplementing a Stock Market in Corporations -- _tPrediction Markets -- _tPreference Markets -- _tIdea Markets -- _g4.5. _tChoosing a Virtual Stock Market Software Platform -- _g4.6. _tConclusions -- _tReferences -- _tAbout the Contributor -- -- _g5. _tCatalyzing Tacit Knowledge Exchange with Visual Thinking Techniques to Achieve Productive Open Innovation Collaborations -- _g5.1. _tIntroduction -- _g5.2. _tVisual Thinking Introduction -- _tVisual Thinking: An Overview -- _tTwo Branches of Visual Thinking -- _tVisual Thinking: Background -- _tHow Visual Thinking Is Different -- _tBenefits of Visual Thinking -- _g5.3. _tVisual Thinking and Open Innovation Endeavors -- _tOpen Innovation and NPD -- _tJoint Innovation Success and Tacit Knowledge Exchange -- _tHow Visual Thinking Supports Productive Collaboration -- _tAdvantageously Directing VT to Drive Innovation -- _g5.4. _tUnderstanding the Tacit Knowledge Exchange Challenges -- _tOverview of TKE Challenges (Figure 5.4) -- _tTacit Knowledge Exchange Challenges: Causes and Insights -- _tTKE Challenge 1: Transforming Individual Expertise to Collective Understanding -- _tTKE Challenge 2: Generating Trust -- _g5.5. _tUsing Visual Thinking in OI Teams -- _tGraphic Group Processes -- _tGraphic Group Processes in Practice -- _tKnowledge Modeling -- _tKnowledge Modeling: In Practice -- _tGraphic Group Processes versus Knowledge Modeling: A Comparison -- _g5.6. _tConclusions -- _tResources -- _tReferences -- _tAbout the Contributors. |
| 505 | 0 | 0 |
_g6. _tUser Collaboration Through Private Online Communities -- _g6.1. _tIntroduction -- _g6.2. _tFrom Crowd-Everything to Co-Everything -- _g6.3. _tCrowdsourcing, Co-creation, and Structural Collaboration -- _g6.4. _tPrivate Online Communities -- _tUncover New Insights -- _tGenerate and Craft Ideas and Concepts -- _tPrototype and Prelaunch the Proposition -- _tImpact -- _g6.5. _tHow to Get Started with Private Online Communities -- _tStep 1: Define Your Objectives -- _tStep 2: Select the Right Technology -- _tStep 3: Recruit the Right Participants -- _tStep 4: Engage Your Participants -- _tStep 5: Set Up Your Interaction Guide -- _tStep 6: Manage the Interaction -- _tStep 7: Analyze the Results -- _g6.6. _tConclusion -- _tReferences -- _tAbout the Contributors -- -- _gPart 3. _tOpen Innovation with Universities -- -- _g7. _tCollaborative Innovation Across Industry-Academy and Functional Boundaries: How Companies Innovate with Interdisciplinary Faculty and Student Teams -- _g7.1. _tIntroduction -- _tWhat Is the Interdisciplinary Product Development Model? A Brief Overview -- _g7.2. _tThe IPD Model: Resolving Major Open Innovation Challenges -- _tOvercoming Challenge 1: How IPD Creates Functional Integration and Stability in Open Innovation Teams -- _tOvercoming Challenge 2: Ensuring Complete Problem Domain Definition and Exploration -- _tOvercoming Challenge 3: Integrating Actionable Outcomes into the Partnering Company -- _g7.3. _tConcept Prototypes: Virtual and Physical -- _tConcept Prototype Example: Multigenerational Kitchen Space -- _tConcept Prototype Example: Portable Hydration Space -- _g7.4. _tConclusion -- _tReferences -- _tAppendix A -- _tAppendix B -- _tAppendix C -- _tAppendix D -- _tAppendix E -- _tAbout the Contributors -- -- _g8. _tOpen Innovation: A Framework for Collaborative Product Development between Industry and Universities -- _g8.1. _tIntroduction -- _g8.2. _tOpen Innovation Program -- _tStructure of the Collaborative Partnership -- _g8.3. _tA Framework for Open Innovation between University and Industry -- _tSelecting the Project -- _tInitiating the Project with the University -- _tWorking with the University -- _g8.4. _tAn Example of an Open Innovation Project -- _tDesign of a Lighting System for Hi-Tech Underground Pipe Profilers -- _g8.5. _tWhat Industry Partners Can Expect from Open Innovation Projects -- _g8.6. _tChallenges in University-Industry Collaborations -- _g8.7. _tCompany Feedback from Industry Partners -- _g8.8. _tKeys to Success -- _g8.9. _tPitfalls to Avoid -- _g8.10. _tBenefits of the Open Innovation Program -- _g8.11. _tConclusions -- _tReferences -- _tAbout the Contributor -- _tAppendix A -- _tAppendix B -- _tAppendix C -- _tAppendix D -- -- _gPart 4. _tOpen Innovation for Really Big Initiatives. |
| 505 | 0 | 0 |
_g9. _tOpen Innovation as a Discovery Solution for Confronting the Extraordinary Challenge -- _g9.1. _tSurfing on Innovation Impact Waves: The Source of the Really Big Problem -- _g9.2. _tProcess, Purpose, and Payoff -- _tStage 1: Identifying the Need and a Motivated Champion in Medical Waste -- _tStage 2: Diagnosis of the Problem and Design of a Process for an Orphaned Pharmaceutical-ReVia� -- _tStage 3: Building a Collaboration to Help Understand the Kitchen of the Future -- _tStage 4: Chartering a Bridge to "Coopertition" Between Finance Giants -- _tStage 5: Shared Discovery as a Tool to Forecast and Encourage Technology Development-Moldless Forming -- _tStage 6: Collaborative and Independent Action in Diabetes Care-Project IMPACT -- _g9.3. _tConclusion -- _tConsiderations -- _tReferences -- _tAbout the Contributor -- -- _gPart 5. _tBest Practices and Advice for Open Innovation -- -- _g10. _tHow to Work With Small Companies to Expand Your Open Innovation Capabilities -- _g10.1. _tIntroduction -- _g10.2. _tDefinitions -- _g10.3. _tBackground of Open Innovation -- _g10.4. _tTwo Paths: The Intraprenurial Organization versus the Outsourced Organization -- _tSmall Companies Are Agile in Adapting to Changes in the Environment -- _tSmall Companies Are Quick at Decision Making -- _tSmall Companies Have a "Do or Die" Mentality -- _tSmall Companies Often Are More Able to Retain Their Human Capital -- _tWhat Can a Large Company Learn from a Small Company? -- _g10.5. _tHow to Build Entrepreneurship within a Large Corporation -- _tWhat to Look for in Your OI Partner -- _g10.6. _tWhy Working With Small Companies Is Important -- _tBest Practices When Working With a Small Company -- _g10.7. _tConclusion -- _tTakeaways -- _tReferences -- _tAbout the Contributors -- -- _g11. _tBoosting Open Innovation by Leveraging Big Data -- _g11.1. _tOpen Innovation and Big Data -- _g11.2. _tBig Data Applications in Today's World -- _g11.3. _tBig Data Analytics in Action -- _tBig Data to Boost Open Innovation -- _g11.4. _tKeys to Success and Pitfalls to Avoid -- _g11.5. _tConclusions -- _tReferences -- _tAbout the Contributors -- _tAcknowledgments -- -- _g12. _tAmerican Productivity and Quality Center Best Practices Study: Using Open Innovation to Generate Ideas -- _g12.1. _tOpen Innovation Best Practices Study -- _g12.2. _tOpen Innovation Best Practices -- _g12.3. _tEleven Best Open Innovation Practices -- _tOpen Innovations Strategy -- _tOpen Innovation Roles -- _tOpen Innovation Processes -- _tOpen Innovation Measurement and Improvement -- _g12.4. _tOpen Innovation Enablers -- _g12.5. _tConclusion. |
| 542 | _fCopyright � John Wiley & Sons | ||
| 590 |
_aJohn Wiley and Sons _bWiley Online Library: Complete oBooks |
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| 650 | 0 |
_aNew products _xManagement. |
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| 650 | 0 | _aProduct management. | |
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_aNoble, Charles, _eeditor. |
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_aGriffin, Abbie, _eeditor. |
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_aDurmusoglu, Serdar, _eeditor. |
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_iPrint version: _tOpen innovation. _dHoboken : Wiley, 2014 _z9781118770771 _w(DLC) 2014018425 |
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