Another important issue: when we talk about competences for Open Innovation we often mean so called “personal competences“, i.e. skills, experience and capacity to act embodied in an individual person. These competences may appear in terms of professional, methodological, social and individual skills necessary to perform a specific role in the innovation process.
But how do we evaluate such a thing as corporate competences? Colloquially we may say e.g.: “this company is very flexible in adjusting to dynamic trends” or “our organization is not ready to adopt new technologies”. Obviously we reckon a corporate competence as something like a multi-dimensional hybrid property that characterizes our organization in a certain way.
For the Open Innovation paradigm, we already elaborated some important dimensions and criteria of organizational competences that prove to be decisive levers towards efficient and effective innovation processes:
In KOPIWA (please visit our project platform here) we conducted three in-depth case studies with SME from the Digital Economy to evaluate these dimensions and competences criteria.
The results show that – to move from a closed to an open innovation model – you need to undergo a comprehensive organizational development process starting with a paradgm shift in your company’s infrastructure, policy and corporate culture:
Presently, we are working on an “Open Innovation Audit” which comprises our experiences in evaluating the most important “organizational competences for Open Innovation” and related impacts on personal competences of individual innovation actors. The audit tool will be published soon on our KOPIWA platform.
Please feel free to comment on our KOPIWA project by visiting the project platform here. Some results are available here (KOPIWA 071209 new slides).
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