Annals of Regional Science , 44 , In Frank Roost Hrsg. Economic Geography , 85 , International Journal of Foresight and Innovation Policy , 5 , Die Hochschule , 18 1 , Fritsch, Michael: Wissenstransfer und Innovation im regionalen Kontext. An Empirical Investigation. Environment and Planning A , 40 , Economic Modelling , 25 , Introduction to the Special Issue. Small Business Economics , 30 , Berlin edition sigma. Journal of Evolutionary Economics , 17 , Industry und Innovation , 14 , Regional Studies , 41 , Raumforschung und Raumordnung , 65 , Fritsch, Michael und Dirk Schilder: Is there a regional equity gap for innovative start-ups?
The case of Germany. Fritsch, Michael und Loet Leydesdorff: Measuring the knowledge base of regional innovation systems in Germany in terms of a Triple Helix dynamics. Research Policy , 35 , Small Business Economics , 27 , Wirtschaftswissenschaftliches Studium WiSt , 35 , Review of Industrial Organization , 28 , Applied Economic Letters , 13 , Koch und Kai-Ingo Voigt Hrsg.
In Tobias Kollmann Hrsg. Fritsch, Michael et al. Augustin, Berlin Konrad-Adenauer-Stiftung. New York Springer, pages. Research Policy , 34 , Applied Economic Letters , 12 , In Friederike Welter Hrsg. In Kurt Huebner Hrsg. Walter Hrsg. Heidelberg Physica.
Small Busines Economics, 24 , f. Evidence from a representative panel of German manufacturing firms. Fritsch, Michael: Guest-editor of No. Research Policy , 34 , No. European Planning Studies , 13 , No. Journal of Evolutionary Economics , 14 , Research Policy, 33 , Cambridge Journal of Economics , 28 , Regional Studies , 38 , DIW-Wochenbericht , No. Fritsch, Michael: Mittelstand — vom Handwerker zum Entrepreneur. Fritsch, Michael und Michael Niese Hrsg. Fritsch, Michael und Reinhold Grotz Hrsg.
Industry und Innovation , 10 , Audretsch, David B. Allgemeines Statistisches Archiv , 87 , Fritsch, Michael: Wachstumsbedingungen innovativer Unternehmen — Was die Politik tun kann und vielleicht auch tun sollte. In Franz Pleschak Hrsg. Welfens Hrsg. Fritsch, Michael: Guest Editor of No. Regional Studies , 36 , International Regional Science Review , 25 , Fritsch, Michael und Renhold Grotz Hrsg.
Fritsch, Michael und Monika Meschede: Product innovation, process innovation, und size. Review of Industrial Organization , 19 , Regional Studies , 35 , Research Policy , 30 , Fritsch, Michael: K ooperation in regionalen Innovationssystemen: ein interregionaler-internationaler Vergleich. In Werner Schulz et al. Fritsch, Michael: Innovationspolitik im Transformationsprozess. Geographische Zeitschrift, 88 , European Planning Studies , 8 , Industry und Innovation , 6 , Review of Industrial Organization , 15 , In Statistisches Bundesamt Hrsg.
Opladen Westdeutscher Verlag, Fritsch, Michael und Horst Brezinski Hrsg. Raumforschung und Raumordnung , 57 , Small Business Economics , 9 , Fritsch, Michael: Netzwerke und Innovation. Fritsch, Michael: Review of Steven J. Davis, John C. Lynch and Sergio Salas , claim that it is the "first community-managed, eco-friendly, surf-inspired clothing company.
Members, for example, can decide about the logo design, web design, product design, advertising, etc. In the mid-term, the company wants to recruit up to 40, members. The idea has some appeal. It indeed "fills a gap in the lifestyle brand arena," as the press release says. Nvohk enables consumers to get involved and participate in business decision-making and environmental causes. It also provides consumers with an entertaining platform for making a perceived positive impact on the environment.
But it also is a clever business model building on customer integration. This all sounds like a slef-sustaining business cycle. The open innovation idea has arrived in Corporate Switzerland in research, there already have been many activities in this country. And it is not about reinventing their chocolate or cheese Open Innovation GmbH is a new intermediary in Switzerland that is building on idea competitions as a method for open innovation. The company was just launched and is now in its beta stage. And they need your help: Major Swiss corporations like Swiss Telekom, Mammut Outdoor wear, Google Switzerland, Swiss Postal Services , and many others are opening their innovation processes to the public -- and you can participate in solving their challenges.
The participation in this challenge is open to everybody who is able to understand German, sorry! This open innovation projects starts on January 22nd I will keep you posted on the results of this project. Five of those eight relate directly to the topics of this blog:. Four trends, Distributing Cocreation, Using consumers as innovators, Tapping into a world of talent, and Extracting more value from interactions are sub-sets of the larger Crowdsourcing idea.
No doubt that this is a mega-trend which has been described widely in the last years but which practical implementation just has started. Technology now allows companies to delegate substantial control to outsiders -- co-creation -- in essence by outsourcing innovation to business partners that work together in networks. By distributing innovation through the value chain, companies may reduce their costs and usher new products to market faster by eliminating the bottlenecks that come with total control.
This may be perhaps too much for the typical reader of McKinsey Quarterly. The new trend, however, is that firms are seeing this potential and they increasingly are utilizing the capabilities for innovation. They are not just asking for feedback on their own creations, but they are integrating consumers actively in the creation of something new. MyKinsey is quoting Threadless here, but this is not a correct example for this trend as most the creators at Threadless are no consumers but experts!
This software company is using an application for users to make suggestions to improve their CRM software. The top ideas from this contest is receiving executive-level visibility. The people reacting on an open call for participation in the " Distributing co-creation" idea are those who are the most talented to do this work as they have relatively lower cost to fulfill the job : "As more and more sophisticated work takes place interactively online and new collaboration and communications tools emerge, companies can outsource increasingly specialized aspects of their work and still maintain organizational coherence.
Much as technology permits them to decentralize innovation through networks or customers, it also allows them to parcel out more work to specialists, free agents, and talent networks. The more a company is relying for value creation in its periphery, the higher is its costs for coordination compared to production cost. By we expect employment in jobs primarily involving such interactions to account for about 44 percent of total US employment, up from 40 percent today. Europe and Japan will experience similar changes in the composition of their workforces.
But it is good that McKinsey are stressing this relationship again — as mastering these cost will become a major capability for firms which want to profit from crowdsourcing. Technology is leading this path: "Technology tools that promote tacit interactions, such as wikis, virtual team environments, and videoconferencing, may become no less ubiquitous than computers are now.
As companies learn to use these tools, they will develop managerial innovations—smarter and faster ways for individuals and teams to create value through interactions—that will be difficult for their rivals to replicate. Companies in sectors such as health care and banking are already moving down this road. Technology is continuously helping managers exploit ever-greater amounts of data in real-time to make smarter decisions.
The more a company knows about them, the better able it is to create offerings they want, to target them with messages that get a response, and to extract the value that an offering gives them. The holy grail of deep customer insight—more granular segmentation, low-cost experimentation, and mass customization—becomes increasingly accessible through technological innovations in data collection and processing and in manufacturing. Net Culture Lab Austria is an initiative that wants to explore what "internet culture is" and how a large corporation, Telekom Austria , its main sponsor, can learn from it.
The project was initiated in May It supports small projects of innovative people all around Austria who want to build, experiment, create, or craft in the broad area of "net culture" remember that Austria is one of the world's leading countries with regard to multimedia and electronic arts.
Recently, I was invited to one of their regular " trend camp" gatherings , and it was a great experience for me. The topic of my 1. Organizer was Thomas Fundneider from a small innovation consultancy in Vienna. The day was a great surprise for me : I frequently do this kind of workshops with companies, and regularly the reaction is one of fascination for the opportunities of open innovation, but always paired with a very strong resistance towards change and how this could work in their own corporation. Not this time, however. The Telekom managers seemed to be even more open on the topic then the "net people", and thus it was a very refreshing experience, one that really filled me with hope that Crowdsourcing and open innovation really can change large corporations fundamentally.
In many small presentations by everyone from the group, and two large structures open table discussions, we generated lots of ideas and great input. I also learned a lot — and mow I am curious to see what Telekom Austria will do with our results. In the video, I define the the basic concepts, give some examples, talk about the challenges, discuss, how entrepreneurs and start-ups can profit from these concepts, and name my personal best practice of a company in this area. And: The video also offers a view into my not really tidy and organized university office note: I recently have ordered nice new office furniture, but as this industry is not doing any mass customization at all, delivery times for this are more than two months Here is the video or go here to the full link and summary : Thanks to the Exciting Commerce Blog where I noticed that my interview has been published first!
Crowdsourced logos were yesterday, now it is all about shoes. The CEC project is a large European research project dedicated to nothing smaller than reinventing the footwear industry. My old research group at TUM is a major partner in the project, and as part of the work, they are now running the first European Consumer Shoe Design Contest where everyone can become a shoe designer. This category of aesthetic trends expresses cultural values, regional roots and techniques and at the same time uses authentic materials and innovative shapes.
The contest asks everyone to play with the theme and interpret it in the most creative, but still feasible way. More details on the contest can be found in the CEC Contest briefing which also has the exact rules of the design contest.
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Submissions are evaluated by a top-class jury consisting of international shoe and design experts from companies like Hugo Boss, CallagHan, Liitto, Future Concept Lab , and Frau. The jury's criteria for the assessment will be design, innovativeness, feasibility, task alignment, and an overall score for excellence. In addition, also the public can vote on their favorite design and nominate a public winner. The second price is a real working prototype of your design, manufactured according to your design and mailed to you. How to participate:.
Register on cec-designcontest.
All what you have to do is to provide a sketch or rendering of your design and a short description. All further information can be found in the design briefing. Submissions are accepted until December 31st, Winners will be announced on February 29th, Now, start designing! A personal comment at the end: The footwear industry is an extremely conservative industry far behind many other industries with regard to open innovation and customer driven value creation. So it is a real revolution that they now start such a competition.
I am curious to see how this contest may change their attitude and expectations — and if the wining design ever will be produced. However, the rather long contest rules and the not too fancy prices already show how difficult it is to get their commitment. But it is a great start — and hopefully more initiatives like this will follow!
Get the Hardcover! Tweets by masscustom Find more Tweets in my Twitter Timeline! Recent Awards and Recognitions. The conference shall become a place where concrete problems of small, medium, and large companies will be discussed to deepen the understanding of the issue and to seek potential solutions. At the same time, this will become a laboratory for experimenting with and implementing open innovation.
Participants shall be able to use the intelligence of experts in various fields to find solutions to your problems. While most OI initiatives have been organized on online platforms, this conference shall become one of the first large-scale offline events! Such problems are economic, organizational, social, or political in nature. Industrial Problems : Industrial problems with a strong technical component will be submitted by companies facing innovation problems in new technology development or in product design or improvement. Large Scale Problems with multiple components : At least one large scale problem will be the focus of a group intelligence activity that will involve all participants and will have the potential to advance understanding of the problem.
This problem will be submitted by an international organization facing a number of complex innovation issues. I will participate in person in December and am very curious to see how it will work and what will be the results. A Structure of Customer Co-Creation: Special Issue in Swiss Marketing Journal In the recent issue of Marketing Review , a German-language magazine on marketing practice, a number of brief articles are addressing open innovation with customers. Customer co-creation is ".. The relationship of the companies with its customers : Is the company focuing on interacting with single customers which are not connected with each others, or is the company addressing a community of users?
The scope of the task that is demanded from customers : Are companies offering large degrees of freedom for customers to participate, or are they integrating them into a clearly defined, rather narrow task? In the first years, we were a small group of about professors with a few PhD students doing research on user innovation very much lead user, communities, and open source software development in the beginning. Despite being still "by invitation only", this workshop now has grown into a major conference.
The event is in German language, and so is the following announcement: Der Kunde als Mitgestalter. Frank T. These are my conclusions from the report and my own observations on the state of implementation of open innovation: Only few companies have so far adopted a structured or company-wide approach to practice open innovation. At the same time, open innovation and customer co-creation are becoming more and more separated. The term " open innovation " is used for technology or knowledge transfer for a given technological challenge in an innovation project, while the term " customer co-creation " is being used to address practice of integrating users and customers in the early stages of the innovation process.
Both areas have different methods, different responsibilities, and different people driving them in an organization. Respondents in the PA Study felt that it can be difficult to gain buy-in and resources for open innovation projects and those involved in open innovation can feel marginalized and under pressure to show results. To be successful in open innovation, the top of the business have to champion the process. Leadership also is critical to building the outward-looking culture that is essential. An engaged, enthusiastic CEO or head of function can do much to engender a similar attitude in employees, and get open innovation accepted.
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Open innovation is seen as a strategic necessity in sustaining innovation leadership. Some also saw it as a possible cost-saving response to the present downturn. This is strongly confirmed by own observations in Germany. Many companies are interested in NineSigma or InnoCentive today as they see it first of all as a means to increase the efficiency of problem solving, i. Only few companies are yet able to construct and appraise an objective business case for open innovation, or have a reliable measuring system to proof the value it brings to their business.
This is one of the largest fields where applied research has to start. Open innovation requires dedicated organizational capabilities like relationship building, negotiating and the ability to pioneer novel legal arrangements. Here, we still lack both theoretical and practical knowledge about the exact nature of these capabilities, their success factors, and how to build them best in an organization.
An important observation was how to get "ready for open innovation". The only way to learn about open innovation is to pilot it. But in this process, formal training is an important part of its acceptance and its success. Often, one person is heading the OI initiative, but if you want to make it work, you need an entire team of people who all understand different aspects of open innovation across the entire company.
Recently, smart launched a highly successful customer co-design contest where consumers created more than 10, custom designs within just a few weeks. The presentation also will present Daimler's new mobility service Car2Go which can be seen as another example of personalized mobility in the city. Best practices: Implementing customer co-creation in a traditional organization Thinking beyond the product by customer co-creation of services and experience Founded in , Zazzle is one of the world's leaders in mass customization.
But with its platform-based system, the company also has democratized the selling and retail process by enabling everyone in the world — being it Disney or the average consumer — to open their own merchandising store with a custom assortment. Best practices: Bringing mass customization to the next level by customer co-creation Cooperating with established brands and manufacturers to enable mass customization Quirky is a social product development company.
It has established an entirely new model to cope with assortment variety and heterogeneous customer demands, crowdsourcing the entire new product creation process to its community. Best practices: Bringing customer co-creation and community innovation to a new level Establishing an entirely new business model in the consumer market This posting is part of a series on the MIT Smart Customization Seminar.
See all relating postings here. Or register here to the event! The Market for Open Innovation: First study to compare the offerings, methods, and competences of intermediaries, consultancies, and brokers for open innovation Our executive report on the market for open innovation finally has been published. It is the first study comparing the brokers and intermediaries in the open innovation domain. When to contract which of these OI experts -- or any of the other 45 intermediaries reviewed in the study?
For the first time, this report provides a comprehensive analysis of the service providers and platforms for open innovation. These intermediaries can help organizations to accelerate their open innovation initiative — this is why we call them Open Innovation Accelerators OIA.
We take a detailed look on their methods, cost, and project structures. Our motivation to conduct the research for this report was to support a manager's decisions when planning an open innovation venture. Managers shall gain an overview of the intermediaries available for open innovation from a global perspective and will get advice how to identify partners for their project in a directed way.
The report is based on hundreds of interviews with experts and service providers, survey data and self reports from companies specialized in facilitating open innovation, and extensive secondary data. An extensive appendix provides detailed information about each particular open innovation service provider. The broad distribution of open innovation application over industry sectors demonstrates that this approach is not limited to certain branches or sectors. However, most recent projects were targeted to the B-to-C market. Methods of open innovation approaches OIAs offer : We distinguish three main service approaches for open innovation — managing communities, providing special social software, or operating as an open innovation consulting agency.
Yet we find combinations. Most of the OIAs offer tools and methods from several categories to accomplish their services. Average costs for OIA services: Most OIAs demonstrate a good level of experience when taking the average number of completed projects in relation to the time of business activities. In average, they execute projects per year with an average duration of three month up to 24 month.
Prices float within a wide range. The development of the OIA market: The market of intermediaries for open innovation is rather young. Today, new providers of open innovation methods and services are constantly emerging. Others are going out of business at the same time. Some fields, like offering brainstorming platforms and access to user communities, are highly competitive. Yet in general, the entire market is still under development and far away from being consolidated. The future will show which OIA has the right business model and successful projects to survive on that market.
Publication details The report " The Market of Open Innovation " provides decision makers strategic support when setting up an open innovation initiative in their organization: Different methods for open innovation, The dynamics and success factors of an open innovation initiative, Typical project structures and project cost of an open innovation initiative facilitated by external service providers, A comprehensive overview of 49 service providers specialized in open innovation.
By Kathleen Diener and Frank Piller. Full Color. Published and distributed at lulu. Building a Customer-Centric Organization is a challenging three-day international executive program designed to help executives build their own winning customer-centric strateg y and outperform their competition. Program Objectives: This international program equips executives with the latest thinking and cutting-edge strategic insights to help them build a successful customer centric organization.
Participants will develop a sound understanding of how to: Analyze the impact of customer centricity on revenues, profitability and growth. Understand the organizational implications of customer-centric strategies and the changes that need to be made. Structure their organization by customer segments that establish ownership of the customer experience. Delight their customers by delivering value propositions that competitors cannot match. Achieve customer satisfaction by understanding and adapting to customer needs rapidly and efficiently.
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Identify and exploit all customer channels. Measure customer value for long-term profitability. Implement a customer-focused culture within their organization. Innovate by improving the value propositions offered to customers. Program structure: Strategic capabilities for customer-centricity: Building a customer-centric organization is appealing but also difficult because it involves profound changes in virtually all the value-adding processes of a firm.
This module will explore how to determine the value of each individual customer for your business and how to retain the ones that offer the highest value, as well as, switching costs associated with their loss. SMART launches huge user design contest -- More than 10K designs submitted in first 10 days After being rather inactive in the growing field of customer co-design and open innovation initiatives, Daimler AG , the automotive company, finally has launched a big bang: The Smart Design Contest.
The smart car always has been rather an expression of individuality "than a car", some critics may add. And in its very original concept, one of the features was that drivers could exchange the body panels of the car easily during the usage stage and exchange them with others. While this option has been offered, I know no one who executed it.
And also the colors which were available for the Smart are rather standard and not too innovative. But now, at least in the virtual world, users can create really the Smart of their dream with regard to its exterior design. On a special site, smart-design-contest. It is a bit like a mashup of Threadless and Spreadshirt. Daimler's motivation to run this project is, in my opinion, threefold: This is a great and rather cheap tool for interactive marketing and brand building. The contest submissions can provide input for the company's innovation process , i.
This could be used for future internal planning and also a better targeted marketing campaign. The user design contest could become the base of a Threadless-alike business models : User designers design, consumers vote, and the best designs are sold as tuning kits to Smart owners. In the small print, Daimler already has set a price in such a case: Euro is the honorarium a winning designer would become. Alternatively, the foils also could used in a Spreadshirt-alike-business model : User designers submit ideas, and Smart owners pick their own favorite, which is produced with print-on-demand technology individual.
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This is what is stated on the site: "The 'style your smart' design contest is an opportunity to graphically display ideas for creative exterior design s for the smart fortwo. These designs could some day be applied via foil. Thought starters for design themes can be but are not limited to The designs and themes could be used to inspire future smart fortwo exterior; instead of another color there might be gallery type graphic themes to choose from or even the possibility to have your own theme and graphics.
All submitted designs have the opportunity to win cash prizes amounting to a total of 5, Euros AND much, much more publicity and exposure. So in general, I would say the marketing aspect of the project dominates by far. But who knows: Once the company gets more experience and confidence, users may not just upload colorful drawings, but provide input to real innovation. I am curious to see how many designs will come in overall. If the growth on the site increases as in the first ten days, at the end more than , design shall have been submitted.
While BMW's site was much more fancy and stylish, the concept itself was not so well executed and the incentive to participate rather small. Exnovate is just another name for the idea of open innovation that originated from the pioneering work of Henry Chesbrough and other domain experts. The site very much focuses on open innovation in a company setting, with a focus on getting access to technical solution information in the periphery of a firm.
The topic of customer co-creation and user innovation the "Eric Von Hippel School" is not so much in the focus of the site. What is Wim's idea for Exnovate? Customers 1 Source of Innovation, Global Innovation Study Finds A new innovation report by Grant Thornton International GT , a consulting and advisory firm, examined the thoughts and attitudes of business executives globally towards innovation.
Also, their purpose often is to drive the consulting business In the GT report, the role of customers, along with the attitude of companies to their customers, emerges as a defining characteristic. Firms in Asia Pacific are particularly attuned to what their customers want with almost half 48 per cent of the best innovative ideas coming from customers against 40 per cent in Western Europe and 35 per cent in North America.
The report also asked about the notion of open innovation, broadly defined in the survey as "leveraging both internal and external ideas and information". The answers show an interesting picture: 33 per cent of the companies say they have applied open innovation and will continue to do so, as they regard open innovation as a key for future growth. This figure is lowest in North America 30 per cent and highest in Western Europe 35 per cent.
This seems interesting, but confirms my earlier notion that companies in Europe are better networked and organized in associations and university networks for innovation. But at the same time, a lot of companies also have major concerns against open innovation. The report's authors draw four main conclusions: Pay more attention to what your customers say and their ideas for innovations Consider expanding your open innovation projects and working with more third parties Look outwards, explore new markets, rather than drawing back into your domestic market Capitalise on the great shifts of the age, the move away from carbon-based energy and the emergence of China and India as major trading nations with huge consumer markets.
Participate in our opinion market "Open Innovation": How will the concept develop within the next month? Master Co-Creation and Crowdsourcing: Executive Masterclass, 12 Nov , Amsterdam Airport Thursday, 12 November Dorint Hotel Schiphol, Amsterdam Airport, Netherlands A key challenge in today's new product and service development is to match new innovations with ever faster changing customer expectations.
This Masterclass will teach industry proven tools and methods on how to place your customer and consumers at the center of your innovation process. Being German, I of course were especially appealed even if the translation at some places still is bumpy, it is difficult to translate the American startup slang in German, I suppose. In addition to supporting the German market with full German-language translation, www. Customers on the www. But the zazzle. But an interesting feature, and one that make's a lot of sense, is the promise of Zazzle to offer localized merchandising featuring German Sellers and content relevant to the German market.
In the moment, this is Oktoberfest beerfest stuff. The also promise a standard delivery across Germany at competitive prices with delivery typically in days, with Express delivery in about three days hence just a bit slower than Spreadshirt or other Germany-based companies. I am curious to see how zazzle. In the press release, Zazzle offers some more information about their business development.
Brand Value and Open Innovation: Companies open for customer input are more popular, study finds The connection between open innovation and branding has been explored in a few studies recently. The contest is organized in two stages: Phase 1: The ideas of all participants are collected and discussed. Phase 2: The best designs are jointly advanced by the community. FTP: What are other trends you see with regard to mass customization? The net result is and will be to democratize the opportunity to create. Crowdsourcing at Mervis Diamond Importers: A nice case of open innovation at a s small company with one big question In a just published contribution on msnbc.
Mai Prof. Internship at Leading Open Innovation Company in Munich, Germany HYVE -- the innovation company -- is one of Europe's leading providers of open innovation support for companies and non-profit organizations. Survey in English language und in Deutscher Version We will publish a summary of the feedings here! Context information: - Our internal project site with background information on this use case.
They needed to find a new and novel way to get oil of the bottom of Prince William Sound from the Exxon Valdez spill. For 15 years, that oil has been sitting down there at the bottom of the ocean. They used commercial-grade vibrating equipment on the barges to keep the oil fluid enough so they could process it through the system. This approach could focus millions of dollars and an extraordinary amount of attention in a way that merges free market activist philanthropy with the power of prizes.
Perhaps , people could speak with their hearts, minds, and wallets to bring a challenge related to climate change into the forefront more easily than industry or government. We call the idea " crowd-funding meets crowd-sourcing " and could represent the truest form of democratic engagement in the process of innovation. This is an idea we are spending a lot of time developing In Open Design anyone can download and produce my designs for free.
Open Designs encourage modification, redistribution, and direct contact with the designer. I would only ask producers to share with me revenues from commercial uses. This means that with no tooling investment, you can produce Open Design products independently. As gallery pieces, they express my personal style: simple, effortless and humorous. But they also relate to wider cultural issues and offer a designer an alternative course to consumer products, especially relevant in economically troubled times. There is a feeling about Open Design I would like to convey.
Making products this way is, for me, mind clearing and fun. You can feel as good about the Open Design production process, its low environmental footprint, and what it stands for, as you do about the objects themselves. The next generation of user design: Forget about CAD, just handdraw your design, and Ponoko will make it While this may be small step for mankind, it is a large step for user co-design and customization. So, go ahead and just hand draw your next Christmas presents. Redesign of RedesignMe: Dutch user innovation catalyst starts new service Everybody knows about some product he or she struggles with once in a while.
Users can download the template and, using Adobe Photoshop, illustrate or add images across the shoe.
Site visitors can rate and comment on submissions. After a month, a winner will be declared and Ryz will order a run of the winning design -- pairs to start and 1, pairs by next year -- from a contract manufacturer in China. Two weeks after the contest ends, Ryz will sell the winning shoes on the Web and, for now, in Xebio Co. Here you go: Today, would-be innovators can sign up online to compete for prizes for: Landing on the Moon space. But how to meet with the creative minds outside your company? Here are some more results of the first contest in form of pictures:. Conference on Open Innovation and the Importance of External Information for the Innovation Process at Zeppelin University JULY 11, , pm, Friedrichshafen Zeppelin University is the rising star among the new private German universities, and they reinforce their status by organizing their first Innovation Symposion around the topic of open innovation.
Threadless - the full story: Inc. It is available in a free online pre-press version now. Max tells the entire story of Threadless, starting with the episode of a meeting at MIT where the Threadless guys gave one of their first public presentations. I had the privilege to be part of this meeting, and it is fun to read about it in paper especially as I am at MIT in the moment, writing these lines from the same building where we had the initial meeting with Threadless.
Max did a great job in documenting the history and genesis of Threadless, but also reflecting on its future.
Here are some quotes of Max' analysis of the case, but head to the website to read the entire article: On Threadless' Size and Development This rapid engagement propelled the company through four years of phenomenal growth, beginning around The user base grew tenfold, from 70, members at the end of to more than , today. In , growth continued at more than percent, with similar margins. Ask Nickell what he makes of his company's whirlwind success, and he will respond rather sheepishly.
And it is supported by a growing body of research. A study published last year in the Strategic Entrepreneurship Journal suggested that the vast majority of companies are founded by "user-entrepreneurs" -- people who went into business to improve a product they used. Meanwhile, studies by von Hippel and others show that in industries as diverse as scientific instruments and snowboard equipment, more than half the innovations generally come from users, not from research labs. On user innovation and the resistance of traditional companies to adopt it Some companies actually punish these people by cracking down on unauthorized innovations.
Apple has famously "bricked" -- that is, electronically disabled -- iPhones that have been enhanced by their owners. Other companies pay lip service to user innovation but have trouble following through on the concept. In fact, the very triviality of Threadless's product -- something as low tech and as commoditized as a T-shirt -- proves that vibrant online communities can drive all sorts of nontechnical businesses. This should be encouraging news to entrepreneurs. Customer communities have become exceedingly inexpensive to build and manage; blogging software and social network platforms, for example, are now available for free from a handful of start-ups.
The go-carts generally stay parked, the buck stays mute, and the Ping-Pong table serves as a gathering place for impromptu meetings. On the contrary, he nearly glows when he talks about his rise from a temporary warehouse worker in to the warehouse manager in charge of a staff of 18 today. Like Curran, most of Threadless's employees come with no obvious qualifications for their jobs. The oldest staff member is 33, and many are under The employees do, however, arrive with a deep and abiding love of Threadless, having joined the community long before they entered the work force.
Joe Van Wetering, a year-old illustrator who works in the production department, was a frequent visitor to Threadless's offices as a teenager before taking a job in the warehouse in Ross Zietz had won seven competitions while studying art at Louisiana State University before he took a job as the company's janitor in He has since been promoted to art director, charged with helping the winning designers get their entries ready for printing.
In fact, 75 percent of the company's 50 employees were community members before they were hired. On other product categories Threadless is exploring Now, Nickell is set to let his club loose on other businesses. In addition to expanding to children's clothing and retail, Threadless will begin selling prints and posters online.
Each item will be adorned with patterns submitted by users, with a new product launched each month.
Jeff Lieberman, managing director of Insight Venture Partners and a board member, is even more bullish. Cloud, eher heiter als wolkig! Doch das Risiko ist vermeidbar Sind Sie Java-Entwickler? Einen erweiterbaren Werkzeugkasten, bestehend aus Programmiersprache, Grafikwerkzeugen und vielem mehr, liefert hierzu R.
Erfahren Sie mehr In diesem Artikel gehen wir auf die grundlegende Funktionsweise eines neuronalen Netzwerks ein. Wenn der Landwirt am Bewegungsmusters einer Kuh erkennt, an welcher Krankheit sie leidet, kann er sie gezielt mit einem Antibiotikum behandeln. Das com! Professional Magazin nimmt in diesem Artikel u.
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Fact Sheet. Customer Success Story. Digital Xchange mit Prof. Rakete oder Rohrkrepierer? Datenschutzawareness umsetzen Datenschutz is here to stay, wie Steuern und Tempolimits. Digitalisierung und Innovation in einem Traditionskonzern Als strategischer Innovationspartner begleiten wir die thyssenkrupp Steel seit einiger Zeit bei zwei Initiativen, die den digitalen Wandel fokussieren: einem Open Innovation Hub in Berlin und einem Digital Lab in Essen.
OpenDevStack - Provision. Ein Webframework geht fremd Electron bringt Vue. DWH-Modernisierung erfolgreich gestalten! Der sprechende Kickertisch Was passiert, wenn man einen Kicker digitalisiert und mit Amazon Alexa in einen Raum sperrt? Streamingarchitekturen in der Praxis Gibt es sie, die eine Streamingarchitektur? Industry 4. Lizenzmanagement On-Premises Beginnen Sie jetzt damit, Ihre Lizenzsituation aufzubereiten und transparent darzustellen!
Buch und Webcasts: Architecting for the Digital World! Erbensuche 2. Usability in the Enterprise Warum sich Nutzerorientierung lohnt und wie man sie organisch etabliert. Logmanagement mit Graylog Es wird immer wichtiger, den Zustand eines Systems genau zu kennen und schnelle Fehlerdiagnosen zu erstellen. Brauchen wir eine neue Business Intelligence? Context-Aware Frontend Architecture Wie Sie monolithische Legacy- Systeme durch neue flexible Architekturen ersetzen und dabei Frontend- und Backend-Dienste entkoppeln, beschreiben unsere Experten anhand von Fallbeispielen und einer Referenzarchitektur.
Software-Modernisierung mit Microservices Ist es sinnvoll, schon wieder eine Altapplikation durch einen neuen Monolithen mit moderner Technologie zu ersetzen? Innovative Abschlussarbeiten ausgezeichnet Am Lohnt sich die Oracle Exadata? Software Craftsmanship Software Craftsmanship: Software professionell entwickeln. Enterprise BPM 2.
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