Most urgent global challenges can only be overcome if organizations and institutions work together. But open innovation requires a different way of thinking and working together. So let’s talk about the blessings and pitffals of open innovation with professor Nadine Roijakkers, one of the authorities in this field.
To start off with a rather blunt question. As an entrepreneur: why would I want to be part of an open innovation ecosystem?
“Maybe I should characterize an ecosystem first before answering that question. One of the main characteristics is that these networks are increasingly diverse. And they mostly have, besides economic goals and the regular types of KPI’s, a sense of long-term purpose and long-term impact. They share and create knowledge and stay together for longer periods of time. They also share resources and infrastructure.
It might be attractive for entrepreneurs to be part of a vibrant, innovative culture with different viewpoints and different ideas that might trigger their own innovation. They can get usually access to all kinds of resources, investors, and funds much quicker. And if the ecosystem is performing well, it usually has a good reputation. It’s visible, which can also help entrepreneurs in growing and in becoming better at what they’re doing.”
SBMC is a relatively young ecosystem. Do you have any examples to which we can mirror ourselves?
“Brainport is a good example. It’s worldwide known for its vibrant innovation culture. But of course, the most well-known, most cited example is Silicon Valley. It’s still a very good example in terms of culture and types of partners and access to all kinds of resources, but also a stimulative regulatory environment, which is very important for most innovations. And closer to home Imec, the research center for nanoelectronics and digital technology in Belgium, is also a very good example.”
What does it take to become a valued member of an ecosystem?
“Besides investing in your own technological knowledge, it’s also important to invest in relational skills. Research shows that relational capabilities and the quality of the relationships within ecosystems determine its success. You have to invest in your own ability to collaborate and sometimes do things for the ecosystem that might not be immediately beneficial for yourself. Maybe it doesn’t pay off in your revenues tomorrow, but it’s part of investing in the larger whole. That’s very important.”
What should you definitely not do?
“I think mostly act untrustworthy. Research has shown that if things go not so well, then it’s mostly because partners behave in a not so very reliable way towards other partners.
Who should make the policy an innovation ecosystem: who is in charge?
“There are theorists and practitioners that say an ecosystem is self-organizing and all partners have the same role and the same responsibilities. But we also know examples of ecosystems with a very clear role division and leadership, particularly in terms of knowledge. Parties like Philips in the Brainport ecosystem and DSM at Chemelot that have been leading in knowledge for generations. Their attractive force is something that helps the ecosystem as a whole.”
Intellectual property, is one of the main issues innovation ecosystems. What are the rules of the game?
“I think clarity is a very important aspect. Ownership of knowledge jointly created, or brought into the collaboration: Who owns what? And if you jointly create knowledge: how is the pie divided? There are ecosystems where these kinds of agreements are made up front before you start whatever program together. Who invests which knowledge? And if you work bilaterally, how is that knowledge shared with the rest of the group? You should have very clear agreements about that.”
Last question. Is there any homework that you can give us?
“I would probably stick to the relational part. A self-assessment might be usefull. Each partner could assess themselves in terms of ecosystem capabilities such as collaboration and communication. How do you perform? Can you improve? Is it possible to make a plan of improvement? Try to walk in each other’s shoes sometimes? Swap roles sometimes as an exercise. What is your partner actually doing and what are the difficulties he or she faces. Getting to know each other and really understanding each other is crucial in a successful ecosystem.