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In the current context of intensified competition, accelerated globalization and economic downturn, many companies are opening their innovation processes by integrating a large pool of partners - individuals, companies, research labs and public structures - in order to innovate more and faster. 'Open Innovation' is now a real buzzword that many companies and academics constantly refer to. To study the reality behind this trend, Accenture and the Institute for Innovation and Competitiveness i7, created by ESCP Europe, have investigated the current practices of companies that have been leveraging Open Innovation for several years to boost their overall innovation performance. They analyzed what Open Innovation changes in the way these companies build and handle external partnerships, organize and stimulate innovation internally. They then studied the perceived impact on innovation performance.

The aim of this study is to assess the effects of information and communications technologies (ICTs) on the firms' capabilities to innovate in a selection of OECD countries. This findings support the hypothesis that ICTs act an enabler of innovation, particularly for product and marketing innovation, in both manufacturing and services. However, not is been find any evidence that ICT use increases the capability of a firm to cooperate, to develop innovation in-house or to introduce products new-to-the-market. These results suggest that ICTs enable firms to adopt innovation but they not increase their "inventive" capabilities. (www.eldis.org)

The fuzzy front end of innovation confronts you with a lot of questions. For the new edition of my book 'Creating innovative Products and Services' I have posted a question on front-end innovation struggles to innovation practioners in more than 20 linkedin groups. The response was massive. I made a list of forty reasons why people struggle starting innovation in their companies in daily practice.

"veryone talks about open innovation and external collaboration today, but we should not forget that the most important assets and opportunities lie within the organization. In this interview, Matt Asman, who is responsible for leading the Innovation Management Office (IMO) at Cisco, shares his views and insights on employee driven innovation. The outset for the interview is that Matt previously led Innovation Europe, one of Cisco's strategic priorities within the European Theatre."

We can call it open innovation, crowdsourcing or co-creation - or something else. In short, it is about bringing external input to an innovation process and this is no longer a buzzword. Companies are learning that they must embrace this paradigm shift of innovation in order to keep up with the competition and those that are lagging behind, well, they will find themselves to be in big trouble in the coming years. This list of corporate initiatives is worth looking into if you want to get an idea of what is happening with the open innovation, crowdsourcing and co-creation today.

"Nous sommes au milieu du plus grand changement de paradigme dans le management depuis des décennies", estime le célèbre professeur de management. "Nous passons du paradigme Schumpeterien d'une innovation centrée sur les producteurs à une innovation centrée sur les utilisateurs. Pour Schumpeter dans La Théorie du développement économique (1934), "ce sont les producteurs qui initient le changement économique et, si nécessaire, éduquent les consommateurs qui les suivent". Dans ce paradigme, seuls les producteurs avaient les revenus et les espérances de revenus pour innover. Ce sont eux qui identifiaient les besoins des consommateurs et développaient les produits adéquats. Pourtant, les recherches de von Hippel montrent que c'est loin d'être le cas. Pour lui, ce ne sont pas tant les producteurs qui innovent, que les Leads users, les "utilisateurs pilotes".

There will be people within your organization who will fight against the use of social media and even against the very notion of open innovation. As I wrote in my first book, The Open Innovation Revolution: Essentials, Roadblocks, and Leadership Skills: "Change is frightening to many elements inside the typical organization. Change threatens people's power, their status, their egos, and, in some situations, even their jobs. Change can make someone's expertise obsolete and thereby make them obsolete as well. Because people are afraid of change, innovation efforts often cause the eruption of corporate antibodies that fight to kill innovation and maintain the status quo."

Recently, venture capitalist and senior Kauffman fellow, Paul Kedrosky, gave the last of four scheduled presentations at the Kauffman Foundation relating to Google Fiber. He concentrated on what Kansas City should do to make sure it-and the U.S.-gets the most out of the Google Fiber innovation opportunity. Here are four specific lessons on Google Fiber innovation from Paul Kedrosky that likely apply to our organizations as we strive for greater innovation

This paper analyses the role of "disruptive" innovative technologies in higher education. In this country and elsewhere, Higher Education Institutions (HEIs) have invested significant sums in learning technologies, with Virtual Learning Environments (VLEs) being more or less universal, but these technologies have not been universally adopted and used by students and staff. Instead, other technologies not owned or controlled by HEIs are widely used to support learning and teaching. According to Christensen's theory of Disruptive Innovation, these disruptive technologies are not designed explicitly to support learning and teaching in higher education, but have educational potential. This study uses Activity Theory and Expansive Learning to analyse data regarding the impact of disruptive technologies. The data were obtained through a questionnaire survey about awareness and use of technologies, and through observation and interviews, exploring participants' actual practice. The survey answers tended to endorse Disruptive Innovation theory, with participants establishing meanings for technologies through their use of them, rather than in keeping with a designer's intentions. Observation revealed that learners use a narrow range of technologies to support learning, but with a tendency to use resources other than those supplied by their HEIs. Interviews showed that participants use simple and convenient technologies to support their learning and teaching. This study identifies a contradiction between learning technologies made available by HEIs, and technologies used in practice. There is no evidence to suggest that a wide range of technologies is being used to support learning and teaching. Instead, a small range of technologies is being used for a wide range of tasks. Students and lecturers are not dependent on their HEIs to support learning and teaching. Instead, they self-select technologies, with use weighted towards established brands. The use of technologies

""In the tech startup world, people tend to equate entrepreneurial activity with innovation, and that's the wrong assumption," said Shenkar, a professor of management and human resources at Ohio State University. "There's a long history of successful startups that are built on imitation, not innovation.""

The next frontier of innovation is not solely about technology. Rather, it is about user experience and design-why and how customers interact with, and develop attachments to, products and services. Method Design Lab is the first accelerator to leverage this new frontier by taking a design-centric, user experience driven approach to innovation. We are creating huge value for both consumers and investors by focussing on design and user experience as true market differentiators. MDL is a powerful partnership between Method, a world-class innovation and design consultancy based in San Francisco, and London-based Central Saint Martins, one of the world's foremost design Colleges.

Recent research shows that consumers collectively generate massive amounts of product innovation. These findings are a wake-up call for both companies and consumers - and have significant implications for our understanding of new product development.

Un appel à projet a été lancé en fin d'année dernière par le ministère de la Culture et de la Communication sur le thème « Services numériques culturels innovants 2012″. Son objectif était d' « impulser des expérimentations de projets numériques culturels innovants pour stimuler de nouveaux partenariats entre établissements publics, services de l'État, services des collectivités locales, partenaires privés et laboratoires de recherche. » Les résultats sont connus et plusieurs projets utilisent de la réalité augmentée. En voici la liste.

À l'heure des villes intelligentes ou Smart Cities, les gouvernements mettent en place des innovations qui modifient profondément la manière de penser la ville et ses aménagements, mais qui passent souvent inaperçues pour l'individu enfermé dans sa routine. Pourtant, un peu partout dans le monde, ce sont des petites innovations apportées çà et là aux coins des rues qui vont permettre aux citoyens de réaliser à quel point leur quotidien est transformé grâce au numérique ; des innovations qui vont aider également les exclus du numérique à mieux s'intégrer dans le monde que nous construisons

But there's growing evidence that the innovation shortfall of the past decade is not only real but may also have contributed to today's financial crisis. Think back to 1998, the early days of the dot-com bubble. At the time, the news was filled with reports of startling breakthroughs in science and medicine, from new cancer treatments and gene therapies that promised to cure intractable diseases to high-speed satellite Internet, cars powered by fuel cells, micromachines on chips, and even cloning. These technologies seemed to be commercializing at "Internet speed," creating companies and drawing in enormous investments from profit-seeking venture capitalists-and ordinarily cautious corporate giants. Federal Reserve Chairman Alan Greenspan summed it up in a 2000 speech: "We appear to be in the midst of a period of rapid innovation that is bringing with it substantial and lasting benefits to our economy."

"Here is an overview of valuable, free books and reports related to open innovation, co-creation and crowdsourcing. Drop a comment if you know of other books, reports, or longer articles that are available for free and worth sharing."

Who drives product innovation? The answer is small, entrepreneurial development teams - better known as "agile teams" in the high-tech industry. These types of teams are obviously essential for startups, but many large companies approach team-building in the same way, especially those that lead the industry in terms of product revenue. This is not to say the corporation doesn't play a crucial role - it most certainly does - but mostly by creating an environment for success, by removing obstacles, setting a clear vision and providing essential tools and training. What are the essential elements - the genetic structure, if you will - of a high-performance team? After poring through 60 years of industry research and talking to dozens of companies, I've identified 10 core innovation strategies of new product leaders.

L'année 2011 restera peut-être comme celle où le monde a perdu son centre, du moins dans le domaine des technologies de l'information et de la communication (TIC). La Silicon Valley californienne demeure le lieu où les innovations fleurissent le plus facilement. Mais sa position dominante est menacée. La planète innovante devient multipolaire, ou distribuée, selon le vocabulaire qu'on préfère.

Blind Dog Cafe is part of an entrepreneurial movement in the local food scene that is ushering in new restaurant concepts, from food trucks to underground supper clubs, that stray from the traditional model. These entrepreneurs are readily using social media and mobile technology to market their businesses as they go head to head with established restaurants. That such a spurt of innovation is transforming the restaurant industry should come as no surprise. Pushing a food cart or opening a carryout have always been one of the gateways to entrepreneurship because of the universal demand for food.

(Entrevues avec des gourous de l'innovation) Les jeux vidéo et les algorithmes. Grâce à ces deux éléments qui caractérisent si bien Montréal, Louise Guay veut révolutionner le transport dans les grandes villes de la planète. Il ne s'agit pas de voeux pieux, mais de projets concrets qui seront mis à l'essai dès cet été et dont la commercialisation pourrait débuter dès 2013, soutient la présidente de Living Lab Montréal.