Find your way in the pyramid of on demand talent

In short : > What is at the heart of digital disruption is the emergence of open organizations. > These organizations are characterized by the use of talent on demand, but this takes various forms. > In this article, Albert Meige distinguishes three large layers of talent on demand and locates the activity of his own company within this group. Introduction Ten years ago in San Francisco, I saw the future of organizations. Open innovation was one of the aspects of this future, but it did not represent its essence. What I see appearing everywhere today is the open organization. This isn’t apparent to you? That’s normal. The components of this evolution still bear other names today, but they converge on

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Virtuous Open Innovation Ecosystem

In our last article, we talked about Predatory vs. Ecological Behavior in Open Innovation. The non-predatory, or virtuous, open-innovation ecosystem is probably the ultimate achievement in implementing open innovation. Many analysts are dissecting Silicon Valley’s success stories in an effort to discover the magic recipe for a successful innovation culture. Examples other than Silicon Valley may also prove the existence and effectiveness of virtuous open-innovation ecosystems: in technology, the Boston area, particularly around MIT; in painting, Paris during the roaring 1920s, in filmmaking, Hollywood during the 1950s through the 1970s. These clusters share some key characteristics: a strong academic base, sufficient job opportunities to attract brilliant newcomers, a culture of freedom, and a critical size. Many places around the world are

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Open Innovation: Predatory vs. Ecological Behavior

There are several ways to perform open innovation, particularly for large, powerful companies. Open innovation starts by the action of seeking a source of knowledge, then entering into a relationship with the chosen partner with the objective of integrating the acquired knowledge into an innovation project. The relationship between what we will call the knowledge source and the integrator must be framed within a contract. The contract is drafted jointly by the partners during preliminary discussions, which are covered, at that point, by a mere NDA. The most important aspect of this early phase is that the two parties reach a mutual understanding of the strategic guidelines. Any hidden agenda will result, sooner or later, in a crisis that could

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Open Innovation as a Result of Converging Trends

The transition from closed innovation to open innovation has been slow but broad; open innovation, a collaborative approach, is used in a growing number of industries and countries. Gradually but inexorably, open innovation has become more efficient than closed innovation. The term open innovation was coined in a must-read book of the same name. We see the transition from closed innovation to open innovation as a Darwinian process: because the environment has changed and open innovation is, on average, more successful than closed innovation; companies must evolve, choosing to use this more collaborative approach to innovation, or be passed by. This is similar to mammals supplanting dinosaurs as planetary conditions changed. We have already explored some of key factors that

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Proliferation of Start-up Firms

Start-up companies are extremely active at the frontier of applied science. Their origins are diverse, but the following scenarios are most common: Spin-off from a public research organization. Prior to the effective creation of a start-up company, the team is often incubated in source public research organization. Today, entrepreneurship is strongly supported by most governmental agencies. Direct or indirect spin-off from an existing company. When a project is determined to be outside a company’s strategy but the project has strong potential, its champions are sometimes allowed to pursue the project on their own by forming a start-up firm. In such case, the existing company typically retains a stake in the spun-off start-up firm in order to reap a benefit from

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