Open Innovation funktioniert auch in der öffentlichen Verwaltung. Folien zu meinem Vortrag auf dem Kongress Innovativer Staat am 15 Mai 2013 in Berlin. http://www.effizienterstaat.eu/Kongress/

1. Open Innovation in der öffentlichen
Verwaltung: Chance oder Utopie?
Frank T. Piller
Institut für Technologie- und Innovationsmanagement, RWTH Aachen
tim.rwth-aachen.de | open-innovation.com

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Was ist Open Innovation?

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Innovation =
Zielgerichtetes Problemlösen

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Experimentieren
("trial and error")
SUCHE
(auf Basis
vergangener
Erfahrung)
KREATIVITÄT
WISSEN

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Open
= weit, frei, undefiniert,
distribuiert, verteilt …

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Open =
unvoreingenommen

7. © tim.rwth-aachen.de
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10
vs. $200000
Community 300000
$0 Risiko
30% Beteiligung
"Millions" ausgezahlt

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11

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“Democratized innovation”

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Dies ist kein
Nischenphänomen

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14

14. "… the amount of money individual
consumers spent making and improving
products is about 1.5 times larger as the
amount spent by all British firms
combined on product research and
development."
Flowers, Ogawa, von Hippel 2011

15. von Hippel et al. 2011

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“User entrepreneurs"
have founded more
than 46 percent of
innovative startups
that have lasted five
years or more, even
though this group
creates only 10.7
percent of U.S.
startups overall.

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Dies hat große Implikationen
für die Innovationspolitik
Weniger Fokus auf
(Infrastrukturen für) Kreation,
Erfindung, Patente, und mehr
Fokus auf Diffusion und
“Absorptionskapazität”

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Open Innovation
Methoden und Praktiken, die
Entdeckungen und das Wissen nicht-
offensichtlicher Anderer als Input für
den eigenen Innovationsprozess
durch formale und informale
Beziehungen zu nutzen.

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Wie knüpft man diese
Verbindungen? Wie findet
man “nicht offensichtliche”
Andere?

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"Ruft, und sie werden
kommen!"
(anstatt nach Wissen
zu suchen)

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Ausschreibung
von Problemstellungen
Broadcast Search
• Externe screenen Probleme
• Reaktion nur, wenn Lösung bekannt oder
Lösungsweg “einfach“
• Übermittlung konkreter Lösungen
• Unternehmen übermitteln Fragestellung an
Plattform
• Screening und Bewertung der Lösungen
• Belohnung des besten Beitragenden
Übermittlung von
Lösungsvorschlägen
Ein zentrales Prinzip von Open Innovation ist die breite Einbindung
externer Akteure durch einen offenen Aufruf zur Mitwirkung an ein
großes Netzwerk
Open Innovation durch Broadcast Search (Lakhami 2009) bezeichnet einen
offenen Aufruf zur Mitwirkung im Innovationsprozess, um bestehendes
Lösungswissen (aus anderen Bereichen) in den internen Innovationsprozess
zu integrieren. Ziel ist die Überwindung des Problems der lokalen Suche.
Plattform für
Open
Innovation

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"Das funktioniert bei
uns nie"

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24. © tim.rwth-aachen.de 27Source: David Feitler 2010
Der Prozess von "broadcast search" bei NineSigma

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Ergebnisse der Pilotierung
Evaluierung der Ergebnisse durch Projektgruppe
31
RFP
Institution Solution Technology
neu bekannt neu bekannt ?
66198 23 3 16 6 4
66204 10 0 3 7 0
66207 7 0 6 0 1
66201 33 2 22 8 5

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"Making unobvious connections"

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Return on open innovation
aus unseren FVA Projekten
Direkte Kosten eines OI Projekts
€ 18 000 ,- + ca. 2 Personenmonate
Wert der gefundenen Lösung
€ 375 000,-
ROI : ca. 2000%
Qualität der Lösung:
"Fit to requirement": 89% im
Durchscnitt aller "grünen" Lösungen

30. © tim.rwth-aachen.de
„Die Zusammenarbeit mit dem Intermediär
war recht fruchtbar und offen.“
34
Stimmen aus der Arbeitsgruppe
„In den Konferenzen mit NineSigma
lernt man sehr viel über die
Positionierung von Unternehmen und
Hochschulen, und das in einer sehr
kurzen Zeit. Das eigentliche Aha-
Erlebnis aber besteht darin, dass man
während des gesamten Prozesses sehr
viel über sich selber lernt. Man bekommt
dadurch eine bessere Vorstellung davon,
wo man steht und was man kann.“
„Die Nutzung von Intermediären zahlt sich
aus. So lange der Marktplatz funktioniert,
und ein ehrliches Spiel zwischen
suchenden und Unternehmen und
Problemlösern zustande kommt, wird die
broadcast search Methode erfolgreich
sein. In diesem Fall bietet die Methode
eindeutige Vorteile hinsichtlich Effizienz
und Qualität.“
„Die Kultur hat bei uns einen Sprung
gemacht. Die Leute rennen mir mittlerweile
die Türe ein. Diese Einstellung, total
verschlossen zu sein, und nichts nach
außen dringen zu lassen, die ändert sich
gerade bei uns. Und das Projekt mit den
Intermediären war der Auslöser für diese
veränderte Haltung.“
„Insgesamt bin ich schon zufrieden. Das
war eigentlich eine sehr gute
Zusammenarbeit.“

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Von Marktplätzen für
Technologien zu "Märkten für
Probleme" (problemspaces)

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Und in der öffentlichen
Verwaltung?

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Ideenwettbewerbe

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Innovation-community.de
Mehr Beispiele hier, immer
mehr aus dem öffentl. Bereich:
www.nnovation-community.de

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Arbeits-Vermittlung

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38. NewUrbanMechanics.org
@NewUrbanMechs
Schlaglöcher

39. Citizens Connect’s Progression
2009
Citizens Connect 1.0
2010
Citizens Connect 2.0
2011
City Worker 1.0
Citizens Connect 4.0
2013
Street Bump 1.0
2012
Citizens Connect Text
2012
New Tag on the Block
2011
Commonwealth Connect
2013
Can we create the same
personal approach to service
and expand our audience
via an app on a smart phone?

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41. Street Bump
leverage the full
power of the
mobile phone
2012 - Citizens Connect 1.0

42. Commonwealth Connect
an app as dynamic
and as mobile as our
residents
2013 - Citizens Connect 1.0

43. Montreal Living Lab / CIRANO
Towards Open Economics
Mehr ökonomisches Budget

44. Freeing New Market Liquidity
With Alternate Transportation
Liquidity per Household
Average Canadian Household Size = 2.5
Car per Household = 1.55
A) Annual Car Ownership Cost: $17,050
(per Household)
B) Alternate Transportation Fares: – $7,242
(Car-sharing + Transit + Bike-sharing)
C) Available Liquidity (A-B): $9,808
(Based on an average car annual cost of ownership of $11,000 CDN. Alternate
transportation fares available in Montreal from Communauto, STM and Bixi.)
Liquidity per 1M People
Cars per 1M people = 620,000
Households = 400,000
A) Annual Car Ownership Cost: $6,82B
(per 1M People)
Assuming a 40% conversion rate
B) Saved Cost on Car Ownership: $2,73B
C) Alternate Transportation Fares: – $1,16B
D) Available Liquidity (B-C): $1,57B
 


45. 24H of Innovation Challenge
Design a collaborative game for the 21st century,
incentivizing people to give up their car.
• 200+ international students
• 24-hour design contest
• 100 ideas
• Implementation started

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Qualitätsmanagement

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"Das funktioniert bei uns nie“
Die Sicherheit, unsere
Beschaffungspolitik, der
regulatorischer Rahmen …

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Nun ja, aber:
Einer der größten
Anwender von Open
Innovation ist DARPA, die
Forschungsabteilung der
Streitkräfte der USA

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Open Innovation
im US Militär

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Defense Advanced Research Projects Agency
(DARPA)
First: They’re the ones who really invented the Internet.
Established in 1958, DARPA’s original mission was “to prevent
technological surprise . . . but also to create technological
surprise for our enemies.”
Objective: Technical demonstration of the possible so that military
leaders can direct development initiatives to meet specific challenges
with emerging technology.
Annual budget of $3 billion (compared to $515 billion total DoD
budget) -> amazing ROI by applying the principals and practices of
open innovation
Former DARPA director Tony Tether: "We are small and flexible: we
are 100 geniuses connected by a travel agent.”

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DARPA experiments (1):
Algorithms

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DARPA experiments (2):
Vehicle Design Contests

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“DARPA got an opening to test its crowdsourcing theories
after the Defense Department in early 2011 canceled
another project to create a replacement for 1970s-era
Marine amphibious vehicles. The military concluded the
project, led by defense contractor General Dynamics
Corp., would be too expensive—after sinking in more
than $3 billion toward development. Pursuing the
program ‘would essentially swallow the entire Marine
vehicle budget,’ then-Defense Secretary Robert Gates said
at the time.”

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“ … Of course, one of the biggest and most obvious
risks of crowdsourcing design for the U.S. military is
that top-secret information related to American security
could get into the wrong hands. A DARPA official, U.S.
Army Lt. Col. Nathan Wiedenman, is quoted by Hagerty as
saying that the technology details won’t be “fully open.”
Yet, thankfully, the new initiative to develop amphibious
vehicles via a design competition will be truly open–
meaning it actually won’t just be a gimmicky free-for-
all among amateur inventors. Unknown tank designers
will also compete alongside companies (perhaps even
including General Dynamics) and academic labs with
deep military experience, too.”

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DARPA experiments (3):
Open Hardware &
Manufactuing

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65. Es geht!

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DIE Frage
innovativer Manager heute:
Wie können wir die "kognitive
Überkapazität" nutzen, die auf
der Welt zur Verfügung steht?

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Welche Aufgaben und Problemstellung
können Sie mit "externen" Akteuren teilen?
Was ist der wirkliche Kern
der öffentl. Verwaltung?
Wie können Sie Kapazitäten und Fähigkeiten
aufbauen, um mit externen Akteuren gemeinsam
Wert zu schaffen?

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RWTH-TIM's new (shared) building in Kackertstraße 7, Aachen
About RWTH TIM

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Facts & Figures
 RWTH = Rheinisch-Westfälische Technische Hochschule" (Institute of
Technology of the North-Rhine Westphalia, i.e. a State of Germany)
 RWTH Aachen is one of Europe’s leading institutions for science and research.
Ranked frequently as Top German University by HR Managers (e.g.
German BusinessWeek Ranking 2007, 2008, 2009, 2011, 2012).
 Established in 1870 as a "Technische Hochschule". Quickly became leading
place for mining technology, electrical and mechanical engineering, and later
also medicine and medical technology. Today, RWTH is also leading in the
sciences and has been awarded the title of a “Exzellenzuniversität” as one of
the very few top German institutions.
 One out of every five board members in a German corporation is a RWTH
Aachen alumni, and about every second engineering manager in the
German automotive industry has graduated at RWTH.
 Out of annual budget of about US$1billion, 50 percent is funded by
competitive research grants and direct support from industry.
 31,000 students are enrolled in 100+ academic programs, more than 25% of
them are international students coming from 120 different countries.
RWTH TIM is a proud part of RWTH Aachen, Germany’s
leading university of technology

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RWTH Aachen
RWTH Aachen is frequently
ranked as the #1 university
in Germany
Also our core
program in industrial
engineering & engineering
management
("Wirtschaftsing.")
is continuously ranked
#1 in Germany
Facts & Figures

71. tim.rwth-aachen.de

72. With about 20 full time research
positions, RWTH-TIM is one of the
largest groups of its kind in the
German-speaking academic
landscape.
In addition, 10-15 graduate students
support our team as tutors or junior
researchers.
A strong network of research partners
inside RWTH and from leading global
academic institutions and companies
also contribute significantly to our
projects and teaching.
Our Team at RWTH-TIM: An interdisciplinary group of researchers
and specialists in innovation management and value creation

73.  Established in 1990 as one of the first dedicated chairs in technology & innovation
management in Europe
 Part of RWTH's School of Business & Economics, with strong links to the RWTH
Engineering Schools, but also Information Systems, Psychology, …
 Dedicated to research, but excellent in participant-centered learning on graduate
student and executive education level.
 Ranked in top3 in school's ranking w/r to research output (publications), and #1
w/r to external funding. Awarded "RWTH Price for Teaching Excellence 2009/2010".
 Interdisciplinary team of about 20 full time positions for researchers plus about
many support positions and student researchers
 70% of annual research budget funded by competitive, peer-reviewed research
contracts and grants ("forschungsorient. Drittmittel") from DFG, EU, BMBF, BMWI,
AIF
 Strong industry partnerships, strong believe in “engaged scholarship” with both rigor
and relevance for management practice (via direct, research-focused cooperation,
contract research, and the RWTH-TIM Expert Circle of Innovation Professionals)
 Several spin-off and affiliated companies in both high-tech and professional services
At RWTH TIM, we are dedicated to innovative research and
teaching, but grounded in the real world of management
practice

74. Our research focuses on innovation interfaces, disruptive business
model innovation, and internal structures, processes, and believes for
successful innovation
 Customer Co-Creation: Integration of customers and users in innovation process.
Focus on ideation contests (Crowdsourcing), innovation communities, lead user method
 Open Innovation: Approaches like tournament-based crowdsourcing or broadcast
search to increase the productivity of R&D by external search
 Mass Customization: Business models to profit from heterogeneities in the customer
domain by offering personalized products and services
 Economics of Additive Manufacturing & Open Hardware: Creating economic value
through 3D-Printing, Distributed Digital Manufacturing, Open Hardware, and Open
Design Infrastructures
 Business Model Innovation and Disruptive Innovation: Structures, processes, and
organizational implementation of a process for business model innovation
 Technology transfer : Absorptive capacity, managing ambidexterity, and preventing “not
invented here” (NIH)
 Modeling the contingencies of the innovation process: Database of 300 methods for
the innovation process and matching tool to corporate challenges of managing innovation
 Managing the R&D-production interface (ramp-up): Connecting the new product
development process with scaling up the manufacturing system

75. Recent Awards and Recognitions for RWTH TIM
RWTH TIM has been nominated as a
finalist for the „Innovating innovation“
challenge 2013 by Harvard Business
Review and McKinsey for our work on
open innovation readiness and internal
structures supporting crowdsourcing.
Alexandra Gatzweiler, Vera Blazevic and Frank Piller have been the
joint winners of the 2012 PDMA research competition and the DL
Wilemon Research Award for their work on deviant user behavior in
ideation contests. PDMA is the largest global association for product/
service development and management professionals.
The ideation contest “Stilsicher:unterwegs”, a co-creation initiative targeting
senior citizens to develop better mobility solutions for seniors via a web-based
ideation contest, was the only winner in the “non-profit innovation” category of
the 2012 Co-Creation Awards. This ideation contest was part of our project
OpenISA, funded by the ESF within the NRW Ziel.2 program.

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Let's stay in touch!
Upcoming opportunities:

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My personal blog: open-innovation.com

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innovationsmethoden.info
Eine Internet Plattform zu Methoden des Innovationsmanagements
von RWTH-TIM und Competivation
Explore tools and experts

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Ein internationaler berufsbegleitender Studiengang an der RWTH Aachen und
Univ. St. Gallen mit Fokus auf Innovation, Technologie und Leadership
Start des 10. Durchgangs im Sept. 2013 | Studienleitung: Prof. Dr. Frank T. Piller
www.emba.rwth-aachen.de
Study and grow

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Der TIM Expertenkreis an der RWTH Aachen
Co-Creation von Wissen über erfolgreiche
betriebliche Innovationsprozesse
 Austausch zu Praktiken erfolgreichen
Innovationsmanagements
 Zwei bis drei Expertenkreistreffen p.a.
 Konsortialmodell zwischen den Mitgliedern
Plattform für weitere Kooperation mit RWTH-TIM
 in Abschlussarbeiten / Studienprojekten
 in Publikationen oder Vorlesungen
 in (öffentlich geförderten) Forschungsprojekten
Bei Interesse informiert Sie gerne
Alexandra Gatzweiler
Tel. 0241 809 3577
gatzweiler@tim.rwth-aachen.de
Exchange best practices

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COMPETIVATION UG& Co KG
Unser Angebot für Beratung und Executive Education im Bereich Strategie, Innovations-
& Technologiemanagement. competivation.net
Consulting & Coaching

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Kontakt
Frank T. Piller, Prof. Dr.
TIM-Group at RWTH Aachen University
Kackertstrasse 7, 3rd floor
52072 Aachen, Germany
Tel. +49 (0)241 809-3523 (office) | +49 (0)163 6050 276 (mobile)
piller@tim.rwth-aachen.de | @masscustom (Skype, Twitter, Facebook)
tim.rwth-aachen.de | open-innovation.com
Expertly assisted by Monika Heer,
+49 (0)241 809-3577, heer@tim.rwth-aachen.de