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Companies are structured around deterministic linear decision-making processes. This has the effect of curbing the commitment to a breakthrough innovation strategy full of uncertainties.

84.9% said innovation is very important, but 78% of respondents focus on incremental changes.

(Source State of Innovation 2017 CBINSIGHTS)

Strategic Innovation Roadmap – The InnOpen methodology, based on Lean UX, allows the company’s strategy to be revisited on two main axes: Improve the existing and develop new business through open-innovation and digital transformation.

Innovation becomes an opportunity for transformation if it is accompanied by an effective commitment of all the key functions of the company.

According to the managers surveyed, 53% of the obstacles to the deployment of innovation are related to internal cultural changes and the commitment of employees and managers.  (Source Harvard Business Review. May 2017)

InnOpen accompanies support functions (HR, marketing, communication, sales, IT, Finance, Purchasing) in defining their role and innovation support processes.

Building an effective open- innovation process requires changing internal processes from a closed linear approach to an open permeable culture.

Companies that have opted for an internal approach innovate less quickly.

60% of companies say it takes a year or longer to create new products, with almost one-fourth saying it takes over two years from ideation to launch. (Source State of Innovation 2017 CBINSIGHTS)

InnOpen has developed the methodological tools to build a harmonious symbiotic relationship with start-ups and to ensure a relevant sourcing of start-ups.

Moving from ideation to validated proof of concept requires the internal use of agile approaches used by start-ups (Lean Start-up, Design Thinking, business model canevas, method C/K…)

82% of Startups are not satisfied with their relations with large groups.

Source survey RAISE & BAINS – David with Goliath

Scaling up the MVP (Minimum Viable Product) is the most critical phase for a start-up whether it is internal or external to a large group.

Most companies have set up dedicated incubators / accelerators, digital labs or innovation centers or the like. However, a growing number of companies is increasingly dissatisfied with the business impact generated from these units.

Peer Group “Scaling-Up” Dr. Ralph-Christian Ohr

Innovation Pilot © – Innopen’s operational performance management tool for innovation, based on the work of Sophie Hooge and Roland Stasia,  allows to move from management control to controlled management.

Large groups face difficulties to appropriate a technology developed by a start-up :

No industrial offer to easily outsource / Substantial investment required / Industrial and commercial risk to carry / Need to isolate risk in case of failure. (Source survey BPI 2017)