The links on Open Innovation
The internet and new technologies with social networks enable now organizations and their peers, including consumers, an unprecedented interaction in organizational behavior.
Connectivity provides a mutual transfer of knowledge, and opens the door to co-creation of products and services. This openness, however, brings a number of challenges and measures of prevention, because it is not yet established a satisfactory trust.
These are issues of ownership of the idea, fearing possible improper transfer of knowledge and even some doubts about the fair value to be applied to shares of each partner.
Nevertheless, many small businesses start to invest in their customers as a source of information and active members in co-creation of products and services.
But they are not only SMEs that are investing in Open Innovation, as shown on the website of Procter & Gamble.
“P&G Academia Initiative aims to encourage a dialogue about innovation between Academia research and Industry and to recognize a research group who sees an industry application of their research as important part of their scientific research.”
These initiatives despite being a sign of a openness, do not mean the acceptance of a complete openness to dialogue on the benefits of Open Innovation. There are resistances that need solutions and they go through an “education” in the early future entrepreneurs and leaders.
Creativity and innovation are key elements in business education. Issues related to adaptability must not be restricted to a set of manifestos about “what to do.”
The new skills should be built on and originated from the connection and collaboration between actors within and outside the organization.
This acquisition of skills is supported by the construction of new knowledge, the knowledge that there is an outside world rich, collaborative, and with different ideas, but possibly better than the ones existing in-house organizations.
Knowledge is a key organizational development and personnel, but for this could be true it is necessary to delineate the conditions for instilling a vision and manage the exchange of ideas.
We must mobilize the evangelists of knowledge within a context created as a facilitator of knowledge creation and spread it in the existing environment, globalization.
Knowledge is no longer an individual competence, is the result of interactions and connections facilitated by social networks and IT.
The successive crises that hit many organizations, not only diagnosed the need to innovate, also showed the need to redesign organizational structures and behavior.
The leaders have to review its role and re-evaluate his abilities in the new contexts of influence, levels of satisfaction, autonomy and responsibility. It is essential that leaders be able to project, their driving ability, management development and innovation in the face of adversity and constant change.
Transformational leaders, those who are accompanying the transformation, embrace the opening of silos, accept the existence of good alternatives outside and lead networks of contributions in ideas and needs.
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