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QUESTION: The paper focuses mainly on the BENEFITS of moving innovations from the InsideOut. What do you think would be the possible downside to this move? Can we think of any examples?

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Baptiste Marchis
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QUESTION: The paper focuses mainly on the BENEFITS of moving innovations from the InsideOut.  What do you think would be the possible downside to this move?  Can we think of any examples? - Page 2 Empty Re: QUESTION: The paper focuses mainly on the BENEFITS of moving innovations from the InsideOut. What do you think would be the possible downside to this move? Can we think of any examples?

Post by uroi.salii Tue Oct 06, 2009 12:39 pm

Great point Anders, the company has to make the right decision of what they are putting out. They should not even think about putting out their core activities out for grabs. Because when the success scenario starts to kick in, like anders said, they it is when the war start to begin on intellectual property. Another disadvantage would be if the company gave their core activities were to be mistakenly take outside, the firm would lose to the business partner newly turned competitor. However, with the world's economic state at the moment, definitely open innovation would have a great impact! cyclops
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QUESTION: The paper focuses mainly on the BENEFITS of moving innovations from the InsideOut.  What do you think would be the possible downside to this move?  Can we think of any examples? - Page 2 Empty Re: QUESTION: The paper focuses mainly on the BENEFITS of moving innovations from the InsideOut. What do you think would be the possible downside to this move? Can we think of any examples?

Post by tobias_off Tue Oct 06, 2009 12:57 pm

I agree about the core competences. A company should have at least one outstanding core competence, a unique ability. This will be the main focus for the entire firm. But still, companies can have very different core competences. For one company, there might be a certain core technology, others have established an infastructure for rapid innovations and prototyping. Not to forget companies, whose core competence is to manage outside resources. If you consider THAT to be your core competence, moving innovations inside out can be a good idea. Otherwise, if you know you lack that ability, don't even think about it. Plus I would suggest it depends heavily on the industry your company is active in.
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QUESTION: The paper focuses mainly on the BENEFITS of moving innovations from the InsideOut.  What do you think would be the possible downside to this move?  Can we think of any examples? - Page 2 Empty Re: QUESTION: The paper focuses mainly on the BENEFITS of moving innovations from the InsideOut. What do you think would be the possible downside to this move? Can we think of any examples?

Post by Ted_Chiang Tue Oct 06, 2009 1:18 pm

Companies should be careful when selecting which 3rd party company to cooperate with. Factors to consider may include: relationship with competitors, credibility, experience, cost, to name a few. Personally I think their relationship with competitors is the most important factor. If a wrong partner is choosen the project might be delayed, poorly marketed, or even passed on to competitors.
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QUESTION: The paper focuses mainly on the BENEFITS of moving innovations from the InsideOut.  What do you think would be the possible downside to this move?  Can we think of any examples? - Page 2 Empty Re: QUESTION: The paper focuses mainly on the BENEFITS of moving innovations from the InsideOut. What do you think would be the possible downside to this move? Can we think of any examples?

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