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1、IBM Institute for Business Value|Benchmark InsightsEcosystems and open innovationCo-create or stagnate2Clients can realize the full potential of open innovation with IBMs deep industry expertise and its technology solutions and capabilities.IBM Consulting is your innovation and business transformati
2、on partner to co-create change and scale impact from digital technologies across your business.For more information,please visit: IBM can helpBenchmarking and open standards are key to organiza-tions making better decisions smarter,faster,and with greater confidence.As the foremost authority on benc
3、h-marking,best practices,process and performance improvement,and knowledge management,APQC is your partner for everything from optimizing business capabilities to organizational transformation.For more information,visit www.apqc.org.How APQC can help1Innovation practices of the past wont work in the
4、 future.Open innovation drives better business outcomes than traditional innovation.For every dollar of investment,the proportion of direct revenue attributed to open innovation is quadruple that of traditional innovation.Openness drives better innovation outcomes.Organizations with mature open inno
5、vation capabilities innovate at greater speed,scale,and effectiveness.They are 3.3 times more likely to outperform their peers on revenue growth and 2.7 times more likely to outperform on profitability.Collaboration is critical.Open innovation is an ecosystem play that requires co-investment and co-
6、creation.On average,organiza-tions engage with around four ecosystem partners per$100 million in innovation spend.Open innovation demands open technology.The beating heart of open innovation is partnership through shared data and insights.Open technologyhybrid cloud and artificial intelligence,in pa
7、rticularis critical.Yet less than three in 10 organizations leverage shared and integrated technology capabilities for innovation with their ecosystem partners.In the current ecosystem economy that runs on partnerships,the clear choice for growing ones business is open innovation.Key takeaways2To st
8、and out,you need to innovate the way youre innovatingNot all innovation is created equal.In a world of increased volatility and continuous change,theres a real risk of“innovation fatigue.”When everyone claims to be innovating,it can begin to feel like no one is innovating.Innovation can become commo
9、ditized.And with new ideas and products flooding the marketplace on a daily basis,its no longer enough to innovate more.To differentiate itself,your organization needs to innovate better.The impetus for change is especially urgent in the wake of generative AI.Executives expect generative AI to have
10、significant impact across the entire innovation lifecycle,from ideation,discovery,and evaluation to execution and commercializationnot to mention collaboration with partners and measurement of outcomes(see Figure 1).1 Business leaders dont just view generative AI as another tool in the innovation to
11、olbox;they see it as fundamentally altering the nature of innovation in the modern enterprise.With generative AI poised to upset the innovation landscape,now is an ideal time for organizations to re-evaluate their approach to innovation.Innovation has traditionally been closedan internal process tha
12、t uses organizational resources to maintain secrecy,surprise,and competitive advantage.Whether its an auto manufacturer developing a new vehicle,a foodservice giant pioneering a new recipe,or a software company building a game-changing mobile app,organizations have generally conceived and executed t
13、heir best ideas in-house under strict lock and key as a way to protect their intellectual property.But traditional“closed”innovation is no longer adequate.In the current ecosystem economy that runs on partnerships,the clear choice for growing ones business is open innovation.3FIGURE 1 Executives exp
14、ect improved performance from generative AI at every step of the innovation lifecycleSource:Generative AI and open innovation pulse survey.IBM Institute for Business Value.2023.ExecutionCommercializationIdeationDiscoveryEvaluation0180%81%63%74%61%Collaborationwith partners77%Measuring outcomes70%3Pe
15、rcentage of executives expecting improvement from generative AI4Collaboration is keyBased on collaboration and co-creation,open innovation has become a ubiquitous aspiration,with 84%of executives saying open innovation is important for the growth of their business.2 Their instincts are right:the rat
16、e of revenue growth for open innovation leaders is 59%higher than that for other companies,according to research by the IBM Institute for Business Value(IBM IBV).3Our most recent research reinforces this.In a typical large organization,as much as 10%of revenue stems from open innovation(see Perspect
17、ive,“The revenue generated from open innovation is four times that of traditional innovation,”on page 10).If effectively adopted across all Fortune 500 companies in the US,that would translate into$1.8 trillion of revenue per year.4But a large share of this potential value remains untapped.Many comp
18、anies havent yet converted the opportunity into reality.Treat innovation as a team sportor lose to those who do Why are companies not fully capitalizing on the open innovation opportunity?In short,because its difficult.From cybersecurity concerns to techno-logical barriers to lack of agility,multipl
19、e challenges stymie innovation efforts with ecosystem partners.Aligning internal departments and breaking down functional silos for innovation is hard enough.Adding external partners to the mix and channeling their capabilities toward a shared objective can be downright daunting.5Generative AI could
20、 help companies overcome some of the challenges they face.In fact,a majority of organizations say theyre currently evaluating or piloting generative AI as a tool for open innovation,primarily because of its ability to improve ecosystem collaboration.6But generative AI alone cannot sow the seeds of o
21、pen innovation.To move from aspiration to realization in an era of exponential technology,organizations must determine what business value they can derive from innovation with ecosystem partners and whats required to facilitate it.To this end,the IBM IBV and APQC jointly developed a maturity model t
22、hat we used to analyze whether maturity on key open innovation capabilities results in a more efficient innovation process and improved business outcomes.We call it the Ecosystem Enabled Innovation Maturity Model(EEIMM),and we have tested it with more than 1,000 companies.Our results are compelling:
23、organizations that are more mature with regard to open innovation signifi-cantly outperform less mature organizations.For example,they are 3.3 times more likely to outperform less mature organizations on revenue growth,and 2.7 times more likely to outperform them on profitability.Lets dig into our f
24、indings further to determine what open innovation maturity looks like,how it can drive business performance,andmost importantlywhat it takes to get there.45PerspectiveWhat is open innovation?Theorist Henry Chesbrough first introduced the concept of open innovation in 2003.His premise was simple:wher
25、eas most innovation historically was“closed”done exclusively inside an organization by its own people with its own ideas and its own resourcesmost innovation going forward will be“open”:done with ecosystem partners in a way that marries external with internal capabilities.7“In a world of abundant kn
26、owledge,not all smart people work for you,”Chesbrough once wrote.“Companies must become nimble at accessing and exploiting outside knowledge while liberating their own internal expertise for others use.”8Organizations that are clinging to traditional notions of innovation must transform their operat
27、ing model from one that supports linear processes and control to one that promotes the open exchange of information,ideas,and abilities across individuals,organizations,and even industries.567Open innovation impacts not only the innovation value chain,but also the wider enterprise.9 Organizations th
28、at embrace it as a business strategy must therefore recognize the broader implications for their operating model.Step one is understanding what capabilities are most critical for success,including how to build them,how to integrate them for better business performance,how technology can enable them,
29、and what investments might be required to achieve them.To ascertain what capabilities are needed for open innovation,we built on our extensive existing research and decades of consulting experience to identify four components that constitute a successful open innovation operating model.To determine
30、how operating model capabilities interact in ways that drive better innovation and business performance,we asked executives about their current open innovation practices and capabilities.We then used a maturity assessment framework with five levels to assess organizations maturity across each of the
31、 four components of open innovation operating model capabilities.Finally,we collected data on key innovation and business performance metrics to relate maturity to outcomes(see“The Ecosystem Enabled Innovation Maturity Model”on page 8).Organizations that are more mature across the four components si
32、gnificantly outperform those who are less mature.They innovate at greater speed,scale,and effectiveness,and can convert better innovation performance into superior business performance.Unlock better business outcomes with an open innovation operating modelOrganizations with mature open innovation ca
33、pabilities perform better and are more likely to attribute their performance to their capacity for open innovation.8 FIGURE 2 The open innovation operating model has four componentsOpen innovation is now an essential driver of growthand ecosystems are key to success.The Ecosystem Enabled Innovation
34、Maturity Model(EEIMM)is an opportunity to conduct a maturity assessment of your organization and benchmark your results with industry peers.The assessment evaluates the capabilities organizations have in place to enable collaborative value creation from strategic,cultural,operational,and technologic
35、al perspectives.The Ecosystem Enabled Innovation Maturity Model:Achieving increased innovation in an ecosystems-based economyBased on extensive research spanning the past decade,the EEIMM includes capabilities in four domains that focus on the keys to successful open innovation:strategy and culture,
36、ecosystem capability,internal capacity,and technology enablement(see Figure 2).Strategy&cultureClarity on open innovation strategy,its alignment to business strategy,and the fostering of an open innovation cultureEcosystem capabilityActive engagement with ecosystems and the extension of innovation a
37、nd business processes outwards to encompass partnersInternal capacityInternal capacity to undertake,participate in,and absorb innovation for business valueTechnology enablementOpen technology capabilities for accelerated discovery,co-creation,and co-execution of innovation activities with partners,i
38、ncluding hybrid cloud and AI89 FIGURE 3Organizations open innovation capabilities are measurable on a five-point maturity scale Each domain includes four to eight questions on specific capabilities and practices across five levels of maturity(see Figure 3).Organizations select the option that most c
39、losely matches their practices.54 3 21OptimizedBreaking new ground and advancing open innovation within industryManagedOpen innovation is tuned and used to further increase organizational performanceDefinedOpen innovation is being integrated across the organizationRepeatableImplementing select open
40、innovation projectsFoundationalTaking the first steps toward open innovationThe Ecosystem Enabled Innovation Maturity Model(cont)910If youre still not convinced of open innovations merits,consider its impact on revenue generation.On average,surveyed organizations dedicate 4%of their total annual rev
41、enue to innovation.Of that,they allocate 12%to open innovation.The same organizations attribute 30%of their revenue to innovation20%to traditional and other types of innovation and 10%to open innovation.PerspectiveThe revenue generated from open innovation is four times that of traditional innovatio
42、n.of total annual revenue is dedicated to innovation4%of which is allocated to open innovation12%10Only11$10B$2B5.7$1B21$400M$48M1x4xFor an organization that makes$10 billion in annual revenue,this equates to a total investment of$400 million in innovation,and an investment of$48 million in open inn
43、ovation specifically.Overall,the organization realizes a return of$3 billion on its innovation investment.Of that revenue,$2 billion stems from investments in traditional and other types of innovation and$1 billion from investments in open innovation.This equates to a revenue attribution-investment
44、ratio of 21 for open innovation compared to 5.7 for traditional and other types of innovation.In other words:For every$1 an organization invests in innovation,the revenue it can attribute to open innovation is four times greater than the revenue it can attribute to traditional and other types of inn
45、ovation.11Total investmentNew revenue attributedAttribution-investment ratio equivalentGenerated revenueAnnual revenueTraditonal and other types of innovationOpen innovationPerspective(cont)1213Profitability/efficiency from new products and servicesEngagement with business ecosystemsRealizing value
46、from open innovationRealizing value from traditional innovationEngagement with business platformsRevenue growthProfitability1.7x1.7x1.9x4.5x2x2.8x3.3x2.7xRevenue from new products and servicesFIGURE 4Organizations with mature open innovation capabilities are more likely to outperform less mature org
47、anizations across numerous business objectivesMore mature organizations are 3.3 times more likely to outperform less mature organizations on revenue growth,and 2.7 times more likely to outperform them on profitability.We also found that more mature organizations achieve a cumulative five-year revenu
48、e growth rate thats 37%higher.In addition,more mature organizations achieve average operating margins that are 7%higher compared to those of less mature organizations;are significantly more likely to report gains in revenue and profitability from innovation through new products and services;and are
49、more likely to realize value from both traditional and open innovation efforts(see Figure 4).Crucially,the most mature organizations are more likely than the less mature organizations to attribute positive business performance to open innovation in areas such as:revenue(98%more likely),profitability
50、(76%more likely),number of patents filed(41%more likely),R&D productivity(31%more likely),time to market for new products and services(72%more likely),and number of new products and services launched(76%more likely).Simply put:not only do organizations with mature open innovation capabilities perfor
51、m better,but they also are more likely to attribute their performance to their capacity for open innovation.They have cracked the code for how to convert open innovation efforts into real impact,thus capitalizing on the opportunity that so far has eluded so many enterprises.1415FIGURE 5 Average matu
52、rity on open innovation capabilities is moderatejust 2.92 out of 5An objectives-based approach to open innovationTechnologyenablementStrategy&culture2.862.914.854.905.005.002.923.00Internal capacityEcosystem capabilityAverage score Maximum score reportedThe average score across domains is 2.92Among
53、the organizations we surveyed,maturity on open innovation capabilities is moderate,with an average score across domains of 2.92(see Figure 5).This indicates that the average organization already has the business case and strategy for open innovation in place,and is beginning to bolster it with addit
54、ional management support.Furthermore,its exploring internal and external dependencies,and establishing relationships with ecosystem partners.However,open innovation pilots and projects are more likely to be compartmentalized than integrated across functional units,and there is limited use of data an
55、d digital technologies to accelerate innovation.Progress is being made,but much work remains.16Organizations that want to increase their maturity must understand that not all capabilities are equal.Some capabilities are more relevant to innovation and business performance than others.More importantl
56、y,the role of different capabilities varies according to desired outcomes.In order to understand how best to allocate their resources,organizations must clearly define what objectives they want to achieve(see Figure 6).FIGURE 6 Organizations must set clear objectives for open innovationImprove time
57、to market from open innovationGovernance for secure collaborationOpen innovation strategy and execution planningParticipation in ecosystem platformsIncrease speed to ROI from open innovationBusiness processes supporting ecosystem engagementBroad and deep ecosystem engagementSkills of employees engag
58、ed in open innovationIncrease ROI on open innnovationTraining employees to deliver on open innovationLegal and IP processes to enable open innovationEmpowering employees to take initiativeImprove market share from open innovationParticipation in innovation ecosystem platformsLegal and IP processes t
59、o enable open innovationIntegration of open innovation into business strategyRealize value from open innovationGovernence and systems for collaborationOpen innovation strategy and execution planningLegal and IP processes to enable open innovation123If you want to Then you should focus on
60、317Lets explore this further.If your goal is to improve innovation efficiencyfor example,reducing the time it takes to realize ROI from open innovation investmentsthen you must set up your organization for engagement and collabo-ration with ecosystem partners.Among other things,that requires an emph
61、asis on skills development and cybersecurity,both of which are critical enablers of collaboration.If your goal is innovation effectivenessfor example,increasing the impact of innovation on market sharekey success factors include participation in platforms,intellectual property approach,strategic cla
62、rity,and strong alignment with business strategy.Our findings reinforce the notion that open innovation is a strategic business decision that requires clarity with regard to business objectives.In other words,why is your organization engaging in open innovation in the first place?Is it to accelerate
63、 the speed of innovation,for example?Or perhaps its to create new commercialization and monetization opportunities?Different levers will come into play depending on what youre trying to achievewhich could explain why a clear strategy and execution plan is universally important across all objectives.
64、Organizations that are more mature across the four components innovate at greater speed,scale,and effectiveness,and are able to convert better innovation performance into superior business performance.18Case studyFAW-Volkswagen builds open innovation delivery skills10 As part of a broader effort to
65、lead Chinas EV and digital automotive industry,FAW-Volkswagen embarked on end-to-end transformation.This included creating and training a digital innovation team of more than 150 individuals in design thinking and agile operations.To achieve this,it used a garage methodologya set of best practices g
66、uiding companies through transformation processes.FAW-Volkswagen also implemented cloud-based technology capabil-ities to enable integration with other digital services such as streaming media,parking,and EV charging services.This technology shift fostered seamless integrations between software and
67、the wider ecosystem of external services.The initiative resulted in more than 3 million new users registering for FAW-Volkswagens VW and Jetta brand mobile apps,underscoring the impact of open innovation and digital transformation on customer engagement and business operations.For transforming the v
68、ery nature of its development team from a facto-ry-focused software department to an agile group of innovators,the Chengdu R&D team became the first team within FAW-Volkswagen to gain independent R&D capabilities.It also won an IDC award for“Best in Future of Digital Innovation”for an intelligent ne
69、twork digital capaci-ty-building project,which included establishing an intelligent ecosystem middleware platform.181920Case studyVirtusa embraces participation in open innovation platforms11 Most banking and financial services(BFS)firms cannot afford the distraction and expense of overhauling decad
70、es-old legacy systems and processes.Instead,“build,buy,and compose”is becoming the innovation mantra for firms that are vying to compete and operate effectively in the digital BFS environment.Although service providers play an emerging role as BFS ecosystem orchestratorscurating and managing fintech
71、sthere is a real need for more visible and transparent testing and validation processes before fintechs are invited into ecosystems.Virtusa uses its experience with product development to help validate and test fintechs before baking them into services.The company initially built the Open Innovation
72、 Platform(OIP)as an internal accelerator to help manage its own ideation and product development cycles.It then converted it into an accelerator for its financial services clients to help drive co-innovation with clients and external partners such as fintechs.Virtusa also developed several banking-s
73、pecific AI models(for example,default prediction and fraud detection),workflows(for example,customer onboarding),and a smart bank data model,and added relevant APIs and synthetic data to the OIP so it could serve as a sandbox environment.Virtusa productized the OIP in 2021 after using it with severa
74、l BFS clients.A related subcomponent called the Digital Product Workbench allows innovations to move from interesting ideas using design thinking to actual product development,with a focus on reusehelping to accelerate cycle time.2021Open innovation is vital yet varied across industriesIf defining o
75、nes objectives is so critical to open innovation maturity,the question begs:what are companies trying to achieve by engaging in it?Interestingly,their number one priority is reducing and optimizing costs,followed by improving products/services and creating new business models and value propositions.
76、Objectives differ by industry(see Figure 7).This suggests that organizations strategic objectives with open innovation depend largely on industry context.FIGURE 7 Organizations top open innovation priorities differ widely by industryMarket access Market shareCompetitivenessNew business modelsTech or
77、 infrastructureReduced costsAccess to capital Product/service improvementStronger core operationsTime to marketCustomer valueAutomotiveInsuranceTransportationTravelChemicalsPetroleumIndustrial productsConsumer productsRetailElectronicsGovernmentBanking and financial marketsHealthcare providersPharma
78、 manufacturersIT servicesMedia and entertainmentTelecomElectric power utilities22Indeed,the particulars of industry ecosystems and market conditions and the role of ones organization within thesewill dictate how open innovation can bring value to the enterprise.It is therefore no surprise that organ
79、izations in networked industries such as electric power utilities and telecommunications on average display the most mature capabilities.In contrast,organizations in government are the least mature(see Figure 8).14Managed5Optimized2Repeatable3DefinedFoundationalAutomotiveBanking and financial market
80、sChemicalsConsumer productsElectronicsElectric power utilitiesGovernmentHealthcare providersIndustrial productsInsuranceIT servicesMedia and entertainmentPetroleumPharma manufacturersRetailTelecomTransportationTravelAverage maturity2.92FIGURE 8 There is room for improvement across all industriesincl
81、uding those with the most mature open innovation capabilities23Bankart is a payment instruments processor that handles more than 45 million transactions a month.It enabled a radical change in the Slovenian banking sector through open banking,capitalizing on the changing regulatory environmentparticu
82、larly open banking-friendly regulations such as the updated Payment Service Providers Directive(PSD2).Open banking allows customers to manage accounts across multiple banks and provides alternative payment systems through a platform with integration and regulatory compliance capabilities.This innova
83、tion empowered 11 out of 15 Slovenian banks to thrive in the open banking environment,reducing their costs and deployment timelines when compared to the time needed to create their own platforms in-house.Because it integrated the remaining four banks across platforms,it allowed customers to access a
84、ny account in the country through a single access point.Bankarts successful use of open innovation enabled it to transform the banking landscape in Slovenia,fostering efficiency and cooperation among banks.“The scale for this solution was bonkers,”said Sinisa Jancic,business development and innovati
85、on director at Bankart,Procesiranje plailnih instrumentov d.o.o.“Were providing for 11 different bankseach with their own security requirements and so on.But we were all a lot more comfortable doing this together than we would have been doing it by ourselves.Between the IBM infrastructure,our knowle
86、dge of microser-vices,and Bankarts experience with the banks,we could all work really fast and cover all of the bases to create an open,compliant solution.”Case studyBankart creates a new value proposition with open banking12 2324Your enterprise is at an urgent crossroads:either the organization ope
87、ns its doors to open innovation now,or it could be closing the door to future value creation opportunities.The choice should be easy,but the work required will be difficult.It starts with technology.Led by hybrid cloud and artificial intelligence,advances in digital technologies are opening new oppo
88、rtunities in innovation,as well as new challenges related to privacy,ethics,security,and intellectual property rights.These radical changes are closely tied to the emerging ecosystem economy,which is enabled in large part by open technologies and standards that facilitate collabo-ration and co-creat
89、ion.It is thanks to interoperable technologies and a shared language of standards that open innovation and ecosystem engagement are possible.The technological backbone for open innovation in the ecosystem economy is hybrid cloud,which allows the sharing of data and workloads across systems,clouds,fu
90、nctional silos,and organizations.By integrating public cloud,private cloud,and on-premises infrastructure,hybrid cloud enables orchestration,management,and application portability across all three.Because it makes data more accessible and easier to analyze,this unified environment is a boon for orga
91、nizations seeking increased value from open innovation.Open standards and interoperability are critical technology features that enable ecosystem engagement by allowing organizations to connect,integrate,and work across system and enterprise boundaries.If you want to leverage generative AI,you need
92、open innovationOrganizations with access to vast data stores face new challenges as they struggle to distill insights quickly and efficiently.Thats why organizations have turned to AIincluding generative AIto convert abstract data into actionable intelligence that accelerates and scales their innova
93、tion efforts.When asked to identify the most important potential benefits from adopting generative AI for open innovation,executives cite expanding their innovation ecosystem as the top benefit,ahead of increased revenue from and reduced cost of innovation.Win the day with co-creationnot stagnation2
94、5Executives have reservations with applying generative AI to open innovation.Significant barriers include concerns about data privacy and accuracy,lack of generative AI skills,and the upfront invest-ment required.Interestingly,executives are less concerned with the availability of technology(see Fig
95、ure 9).FIGURE 9Executives say using generative AI for open innovation purposes comes with both opportunities and risks Source:Generative AI and open innovation pulse survey.IBM Institute for Business Value.2023.BenefitsConcernsExpand innovation ecosystemIncrease revenue from innovationReduce the cos
96、t of innovationImprove share of innovation projects with optimal return on capital costsImprove conversion rates of ideas to outcomesIncrease ROI of innovationAccess broader range of insights fasterShorten break even time to profit for innovationDeepen insights from more sourcesIncrease number of pr
97、oducts/services developedPrivacy and confidentiality of dataData accuracyOpen innovation requires too much investmentInadequate skilled generative AI expertiseCybersecurityRegulation and complianceBiasUnclear use casesInsufficient proprietar y data available to customizeInadequate busines
98、s case26Many of the barriers that executives foresee with regard to using generative AI for open innovation can be addressed through collaboration.Engaging with ecosystem partners gives organizations access to supplementary skills and additional investment capital.In fact,embracing ecosys
99、tem partnerships is an ideal way to unlock the full potential of generative AI for innovation.It is through shared investment,capabilities,and value creation that the ROI from foundation models and generative AI can be achieved.It is questionable whether individual organizations have the resources a
100、nd scale to singlehandedly make the required investments.Whats more,relying solely on generic models created by a handful of tech companies is likely insufficient for enterprise-level innovation that requires tailoring and contextualization for true differentiation.Working together with business and
101、 technology partners through ecosystems,companies can gain the scale required for commercially viable investment in generative AI for innovation that can be a differentiating source of competitive advantage.Open innovation demands good governance and open standardsEcosystems open the opportunity to
102、harness data,insights,and technology capabilities from a variety of partners and stakeholders while providing control over the AI capabilities that are most central to the organizations value proposition.But realizing this new potential requires effective governance that convenes partners and stakeh
103、olders to create the right conditions for shared capabilities and intelligence.Gaining a common understanding of the guardrails for secure and ethical use of data and generative AI is a fundamental starting point.Although such efforts do not substitute for wider societal guidance,legislation,or regu
104、lation,they constitute ecosystem-specific principles for effective collaboration.These foundational principles must be accompanied by shared data governance and technology interoperability as conditions for mutual value creation and capture.Without common standards,there is little scope for the coll
105、aboration and co-creationlet alone trustthat are required for developing shared generative AI capabilities.Success is synonymous with securityIncreased openness often creates increased riskrisk of business deals going bad,risk of unscrupulous or nefarious agents,and perhaps most significantly,risk o
106、f cyber incursions.For too long,organizations have pursued open innovation with security considerations as an afterthought.As a result,as ecosystems become increasingly central to business strategy,organizations are paying insufficient attention to the impact of cyber threats and risk.Security must
107、become an enabler of successful open innovation and growth.If businesses do not fundamentally rethink their security equation in light of emerging security threats,ecosystems that might have taken years and billions of investment dollars to build could be squandered in an instant.Organizations with
108、robust security capabilities that extend to their ecosystems benefit from a range of business and operational outcomes,including deeper and more valuable engagement and innovation with partners,recent IBM IBV research finds.13 Going forward,successful organizations will use more advanced capabilitie
109、s to manage cyber risk while coordinating partners for efficiency,speed,specialization,and scale.These are all attributes of a more openand more resilientorganization.27Open standards are a mechanism through which organizations can resolve the governance challenges they face with regard to open inno
110、vation.Enabling co-creation requires ecosystem partners to have a common language defined by shared definitions and standards.Instead of being unique and proprietary to an individual enterprise,these must be open to cut across organizational boundaries.Recommended practices include adopting common c
111、ommunities of interest,knowledge,or practice and standardizing procedures and policies across partner operations.PerspectiveAchieving open standards 2728Increased heat and drought from climate change is fueling an increase in wildfiresand in inquiries from curious scientists who want to know how wil
112、dfire smoke will impact air quality,and how searing heatwaves will impact agricultural yields.To answer these and other urgent questions,researchers must comb through millions of Earth science papers and mine mountains of satellite imagery.In a new collaboration,NASA and IBM are creating AI foundati
113、on models to analyze petabytes of text and remote-sensing data to make it easier to build AI applications tailored to specific questions and tasks.Foundation models are types of AI models trained on a broad set of unlabeled data.They can be used for different tasks and can apply information about on
114、e situation to another.The goal of the work is to provide an easier way for researchers to analyze and draw insights from large NASA datasets related to Earth processes.“It wont just be NASA that benefits;other agencies and organizations will,too,”said Rahul Ramachandran,a senior research scientist
115、at NASAs Marshall Space Flight Center.“We hope that these models will make information and knowledge more accessible to everyone and encourage people to build applications that make it easier to use our datasets to make discoveries and decisions based on the latest science.”Case studyNASA and IBM ad
116、dress climate change with next-generation AI,open innovation,and open science14 282930 Action guideHow to activate open innovation01Clearly define your strategic objectives.Dont embark on open innovation for the sake of it.Decide what you want to achieve,taking into consid-eration industry-specific
117、regulations,challenges,and opportunities.Complacency is the enemy of creativity.To out-innovate the competition in a world thats saturated with innovative posturing,your organization must,where possible,supplement traditional innovation with open innovation.Doing so requires building the capabilitie
118、s you need today as well as the resilience and adaptability that youll need tomorrow.The keys are strategic thinking and collaborative action,which you can nurture by taking the following steps:02Understand your current open innovation capabilities.Assess your current approach to and performance aga
119、inst key open innovation capabilities,such as those defined in the Ecosystem Enabled Innovation Maturity Model.Use the model as a framework to benchmark your organizations practices with those of peers,highlighting opportunities to improve.03Align capabilities to objectives.Understand what capabilit
120、ies are most important for the objectives you are trying to achieve.Focus on building those first.Once you know your starting point,you can develop a prioritized implementation roadmap.Provide longer-term projects with sufficient resources and budgets.04Integrate capabilities throughout the enterpri
121、se and across ecosystems.While some may be more important than others,its important to recognize that capabilities complement each other and must be integrated holistically across internal and external silos.The entirety of your competencies is greater than the sum of its parts.3105Prioritize good g
122、overnance.While it may seem intangible and difficult to define,governance is instrumental for converting open innovation into meaningful business value.Coordination alone is not enough.At its best,governance also encompasses open standards and principles around ethics,privacy,and security.06Align te
123、chnology investments with open innovation strategy.Your technology choices will impact your ability to engage in open innovation.Ensure that you have the required open technology foundation in place for collaboration and co-creation with ecosystem partners.Look to hybrid cloud and AI as the technolo
124、gy pillars for open innovation.07Look ahead.The conditions for open innovation are continuously changing.Today,generative AI is blowing up business models.Tomorrow,something else will emerge.Anticipating and preparing for the next wave of disruption unleashed by new technology is crucial for long-te
125、rm success.The levers that unlock value from open innovation now may not be the same that will generate impact later.Keeping track of new developments and considering how they might impact your approach to open innovation is a superpower you cant afford to ignore.08Build resilience and adaptability
126、through ecosystems.A strategic approach to ecosystem partnerships can provide the optionality and resilience that are necessary for navigating and adapting to dynamic circumstances.Your strategic partnerships will not only be a source of greater visibility,but also will provide more pathways for rap
127、id adaptation and crucial access to a broader range of capabilities and technologies.Action guideHow to activate open innovation32Anthony L MarshallSenior Research Director,Thought LeadershipIBM Institute for Business V has been Global Head of Strategy for Banking and Financial Markets at IBM,and me
128、mber of the IBM Industry Academy.Anthony supported development and execution of IBMs strategy for its business serving banking and financial markets industries worldwide.Before coming to IBM,he held senior leadership roles with McKinsey&Co.and PwC in New York and London.Lisa HigginsPresident and CEO
129、APQC the President and CEO of APQC,Lisa is responsible for developing and executing the strategic direction,internal operations,and the overall financial success of the Center.She has led several APQC departments and major initiatives since joining the Center in 1993 and has served on APQCs Executiv
130、e Team since 1995.Lisas primary focus has been to assist organizations in cost optimization while building capabilities that support business objectives.Anthony is Senior Research Director for the IBM IBV.He has more than 20 years of consulting,research,and analytical experience and has consulted ex
131、tensively with US and global banks,working with numerous top-tier organizations in innovation management,digital strategy,transformation,and organizational culture.About the authors3233Kirsten PalmerGlobal Performance Data and Benchmarking DirectorIBM Institute for Business V Dencik,PhDGlobal Econom
132、ic Research LeaderIBM Institute for Business V a recognized expert in performance measurement and management,Kirsten leads the performance data and benchmarking capability globally at the IBM IBV.She has over 20 years of business experience identifying,designing,and executing primary and secondary r
133、esearch to evaluate business performance and provide action-oriented insights in the areas of strategic,operational,and back-office processes.Lisa FisherGlobal Benchmark Research Leader Cloud,IT,and SecurityIBM Institute for Business V is the leader for the IBM Institute for Business Value in the Mi
134、ddle East and Africa and is responsible for global benchmark research in the industrial and utility sectors,as well as enterprise IT,security,and cloud.Lisa is based in South Africa.Jacob is responsible for leading the IBM IBVs research on topics related to technology and implications on the global
135、economy.He has extensive experience advising companies around the world on their global operations.He has also advised governments as an expert and economist on competitiveness,foreign direct investment(FDI),sector/cluster analysis,and innovation.Jacob holds a PhD in public policy and economics from
136、 Bath University in the UK.About the authors3334Related ReportsOpen the door to open innovationhttps:/ibm.co/open-innovationCEO decision-making in the age of AIhttps:/ibm.co/c-suite-study-ceoThe CEOs guide to generative AIhttps:/ibm.co/ceo-generative-ai IBM Institute for Business ValueFor two decade
137、s,the IBM Institute for Business Value has served as the thought leadership think tank for IBM.What inspires us is producing research-backed,technol-ogy-informed strategic insights that help leaders make smarter business decisions.From our unique position at the intersection of business,technology,a
138、nd society,we survey,interview,and engage with thousands of executives,consumers,and experts each year,synthesizing their perspectives into credible,inspiring,and actionable insights.To stay connected and informed,sign up to receive IBVs email newsletter at can also find us on LinkedIn at https:/ibm
139、.co/ibv-linkedin.The right partner for a changing worldAt IBM,we collaborate with our clients,bringing together business insight,advanced research,and technology to give them a distinct advantage in todays rapidly changing environment.Study approach and methodologyTogether with Oxford Economics,the
140、IBM IBV conducted a global,cross-industry survey of 1,100 organizations using the Ecosystem Enabled Innovation Maturity Model(EEIMM).The respondents are responsible for open innovation at their organiza-tions,all of which are considering or actively applying an open approach.Roles include CEOs,CIOs,
141、CTOs,COOs,CSCOs,CFOs,and CMOs or their equivalentsas well as heads of innovation,corporate development,and strategy.Respondents told us how they performed on key metrics that indicate the efficiency and effectiveness of their open innovation functions and answered questions to enable assessment of t
142、he maturity of their practices across the four EEIMM capabilities.About APQCAPQC helps organizations work smarter,faster,and with greater confidence.It is the worlds foremost authority in benchmarking,best practices,process and performance improvement,and knowledge management.APQCs unique structure
143、as a member-based nonprofit makes it a differentiator in the marketplace.APQC partners with more than 500 member organizations worldwide in all industries.With more than 40 years of experience,APQC remains the worlds leader in transforming organizations.To learn more,visit www.apqc.org.You can find
144、us on LinkedIn at https:/ or follow us on Facebook APQCResearch.About Benchmark InsightsBenchmark Insights feature insights for executives on important business and related technology topics.They are based on analysis of performance data and other benchmarking measures.For more information,contact t
145、he IBM Institute for Business Value at .351.Generative AI and open innovation pulse survey.IBM Institute for Business Value.2023.2.Lipp,Anthony,Anthony Marshall,and Jacob Dencik.Open the door to open innovation:Realizing the value of ecosystem collaboration.IBM Institute of Business Value.January 20
146、22.https:/ibm.co/open-innovation3.Ibid.4.“Fortune Announces 2023 Fortune 500 List.”Fortune Media news release.June 2023.https:/ Marshall,and Jacob Dencik.“Open innovation:a growth powerhouse when integrated with dynamic digital technol-ogies.”Strategy&Leadership.December 2021.https:/doi.org/10.1108/
147、SL-11-2021-01176.Generative AI and open innovation pulse survey,IBM Institute for Business Value,20237.Chesbrough,Henry.Open Innovation:The New Imperative for Creating and Profiting from Technology.Harvard Business School Press.2003.8.Chesbrough,Henry.“A Better Way to Innovate.”Harvard Business Revi
148、ew.July 2023.https:/hbr.org/2003/07/a-better-way-to-innovate9.Lipp,Anthony,Anthony Marshall,and Jacob Dencik.“Open innovation:a growth powerhouse when integrated with dynamic digital technol-ogies.”Strategy&Leadership.December 2021.https:/doi.org/10.1108/SL-11-.FAW-Volkswagen Automobile C
149、o.,Ltd.IBM case study.March 2022.https:/ Open Innovation Platform helps banks drive innovation with fintechs.”HFS Research.March 2023.https:/ through cooperation:Bankart empowers Slovenian banks to open to a much larger world.IBM case study.January 2022.https:/ Kramer,Gerald Parham,and Jacob Dencik.
150、Prosper in the cyber economy:Rethinking cyber risk for business transfor-mation.IBM Institute for Business Value.November 2022.https:/ibm.co/security-cyber-economy14.“IBM and NASA Open Source Largest Geospatial AI Foundation Model on Hugging Face.”IBM news release.August 2023.https:/ and sources Cop
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