{"id":1956,"date":"2013-05-01T16:37:16","date_gmt":"2013-05-01T15:37:16","guid":{"rendered":"http:\/\/open-organization.com\/?p=1956"},"modified":"2013-05-01T16:37:16","modified_gmt":"2013-05-01T15:37:16","slug":"the-secret-to-perform-open-innovation","status":"publish","type":"post","link":"https:\/\/open-organization.com\/en\/2013\/05\/01\/the-secret-to-perform-open-innovation\/","title":{"rendered":"(Fran\u00e7ais) Le secret de la r\u00e9ussite de l&#8217;open innovation ?"},"content":{"rendered":"<p class=\"qtranxs-available-languages-message qtranxs-available-languages-message-en\">Sorry, this entry is only available in <a href=\"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts\/1956\" class=\"qtranxs-available-language-link qtranxs-available-language-link-fr\" title=\"Fran\u00e7ais\">Fran\u00e7ais<\/a>. For the sake of viewer convenience, the content is shown below in the alternative language. You may click the link to switch the active language.<\/p><p><img decoding=\"async\" class=\" wp-image-1959 alignleft\" src=\"http:\/\/open-organization.com\/wp-content\/uploads\/2013\/05\/secret-OI-1.jpg\" alt=\"Vendre l'Open Innovation\" width=\"346\" height=\"259\" srcset=\"\/wp-content\/uploads\/2013\/05\/secret-OI-1.jpg 960w, \/wp-content\/uploads\/2013\/05\/secret-OI-1-300x225.jpg 300w, \/wp-content\/uploads\/2013\/05\/secret-OI-1-768x576.jpg 768w, \/wp-content\/uploads\/2013\/05\/secret-OI-1-510x382.jpg 510w, \/wp-content\/uploads\/2013\/05\/secret-OI-1-480x360.jpg 480w, \/wp-content\/uploads\/2013\/05\/secret-OI-1-560x420.jpg 560w\" sizes=\"(max-width: 346px) 100vw, 346px\" \/><\/p>\n<p>Si une telle repr\u00e9sentation des gains apport\u00e9s par l\u2019open innovation est souvent utilis\u00e9e pour montrer aux financiers l\u2019int\u00e9r\u00eat de partager un projet de R&amp;D, elle ne refl\u00e8te pas toujours la r\u00e9alit\u00e9 du projet. Ainsi, elle ne prend pas en compte les co\u00fbts suppl\u00e9mentaires li\u00e9s\u00a0:<\/p>\n<ul>\n<li>\u00e0 l\u2019identification du futur coop\u00e9rant et de l&#8217;\u00e9tendue de son expertise,<\/li>\n<li>aux moyens mis en \u0153uvre pour le convaincre (et pour convaincre en interne),<\/li>\n<li>\u00e0 la n\u00e9gociation de l\u2019accord,<\/li>\n<li>aux efforts de coordination qui doivent \u00eatre mis en \u0153uvre sp\u00e9cifiquement pour g\u00e9rer un tel type de projet, tant en interne qu\u2019\u00e0 l\u2019interface entre les deux organisations\u2026<\/li>\n<\/ul>\n<p>Il est \u00e9galement n\u00e9cessaire d\u2019envisager que si les risques portant sur l\u2019innovation sont partag\u00e9s, ce partage implique la g\u00e9n\u00e9ration d\u2019une nouvelle classe de risques li\u00e9e \u00e0 la relation. Et si l\u2019on rapproche le taux d\u2019\u00e9chec dans une collaboration d\u2019innovation li\u00e9 \u00e0 la relation avec celui des alliances entre entreprises, ce risque d\u2019\u00e9chec est compris dans une fourchette allant de 30% \u00e0 70% (<a title=\"Managing Strategic Alliances: What Do We Know Now, and Where Do We Go From Here?\" href=\"http:\/\/scholar.google.fr\/scholar?cluster=2120875051367403153&amp;hl=fr&amp;as_sdt=0,5\" target=\"_blank\" rel=\"noopener\">Kale &amp; Singh 2009<\/a>). Aussi, le bilan du co\u00fbt r\u00e9el de l\u2019innovation collaborative au regard du co\u00fbt de l\u2019innovation si elle avait \u00e9t\u00e9 r\u00e9alis\u00e9e en interne aurait plut\u00f4t cette forme-l\u00e0\u00a0:<\/p>\n<p><a href=\"http:\/\/open-organization.com\/wp-content\/uploads\/2013\/05\/secret-OI-2.jpg\"><img decoding=\"async\" class=\"alignright size-full wp-image-1958\" src=\"http:\/\/open-organization.com\/wp-content\/uploads\/2013\/05\/secret-OI-2.jpg\" alt=\"R\u00e9aliser l'Open Innovation\" width=\"960\" height=\"720\" srcset=\"\/wp-content\/uploads\/2013\/05\/secret-OI-2.jpg 960w, \/wp-content\/uploads\/2013\/05\/secret-OI-2-300x225.jpg 300w, \/wp-content\/uploads\/2013\/05\/secret-OI-2-768x576.jpg 768w, \/wp-content\/uploads\/2013\/05\/secret-OI-2-510x382.jpg 510w, \/wp-content\/uploads\/2013\/05\/secret-OI-2-480x360.jpg 480w, \/wp-content\/uploads\/2013\/05\/secret-OI-2-560x420.jpg 560w\" sizes=\"(max-width: 960px) 100vw, 960px\" \/><\/a><\/p>\n<p>Parmi les pistes de r\u00e9duction des co\u00fbts figure l\u2019optimisation des co\u00fbts de recherche du bon partenaire. Cette optimisation passe par la mise en place d\u2019outils et de moyens sp\u00e9cifiques \u2013 ainsi qu\u2019il est fait pour r\u00e9aliser des recrutements de personnels qualifi\u00e9s \u2013 en faisant souvent appel \u00e0 des <a href=\"http:\/\/presans.com\/fr\" target=\"_blank\" rel=\"noopener\">interm\u00e9diaires sp\u00e9cialis\u00e9s et rares sur le march\u00e9<\/a>.<\/p>\n<p>La fid\u00e9lisation des coop\u00e9rateurs d\u2019innovation est \u00e9galement une piste permettant de diminuer ces derniers co\u00fbts. Plus encore, \u00e0 travers la r\u00e9p\u00e9tition de projets r\u00e9alis\u00e9s avec une m\u00eame organisation innovante, il est possible de diminuer les co\u00fbts et les risques li\u00e9s \u00e0 la relation entre 2 entreprises. En passant d\u2019une innovation collaborative fond\u00e9 sur un \u00e9change transactionnel \u00e0 un \u00e9change relationnel (<a title=\"Developing buyer\u2013seller relationships\" href=\"http:\/\/scholar.google.fr\/scholar?cluster=9459024442570221929&amp;hl=fr&amp;as_sdt=0,5\" target=\"_blank\" rel=\"noopener\">Dwyer et al. 1987<\/a>), il est possible de d\u00e9gager une rente de cette relation (<a title=\"The relational view: Cooperative strategy and sources of interorganizational competitive advantage\" href=\"http:\/\/scholar.google.fr\/scholar?cluster=14335656840903953439&amp;hl=fr&amp;as_sdt=0,5\" target=\"_blank\" rel=\"noopener\">Dyer &amp; Singh 1998<\/a>).<\/p>\n<p>Du fait d\u2019une meilleure connaissance l\u2019un de l\u2019autre, d\u2019une confiance install\u00e9e entres les organisations et d\u2019une adaptation mutuelle, les n\u00e9gociations initiales sont acc\u00e9l\u00e9r\u00e9es, la coordination est plus ais\u00e9e et les risques d\u2019opportunisme diminu\u00e9s\u2026 Et lorsque la confiance entre les entreprises collaborant est suffisamment install\u00e9e, il est courant de voir appara\u00eetre une certaine proactivit\u00e9 de leur part (<a title=\"Measuring supplier performance in collaborative design: proposition of a framework\" href=\"http:\/\/onlinelibrary.wiley.com\/doi\/10.1111\/j.1467-9310.2010.00630.x\/abstract;jsessionid=88B27356F427AAF3AD83EC35E41F52D5.d03t02?deniedAccessCustomisedMessage=&amp;userIsAuthenticated=false\" target=\"_blank\" rel=\"noopener\">Le Dain, Calvi et Cheriti, 2011<\/a>), soit des engagements suppl\u00e9mentaires\u2026 pour un m\u00eame co\u00fbt\u00a0!<\/p>\n<p><a href=\"http:\/\/open-organization.com\/wp-content\/uploads\/2013\/05\/secret-OI-3.jpg\"><img decoding=\"async\" class=\"alignright size-full wp-image-1957\" src=\"http:\/\/open-organization.com\/wp-content\/uploads\/2013\/05\/secret-OI-3.jpg\" alt=\"R\u00e9ussir l'Open Innovation\" width=\"960\" height=\"720\" srcset=\"\/wp-content\/uploads\/2013\/05\/secret-OI-3.jpg 960w, \/wp-content\/uploads\/2013\/05\/secret-OI-3-300x225.jpg 300w, \/wp-content\/uploads\/2013\/05\/secret-OI-3-768x576.jpg 768w, \/wp-content\/uploads\/2013\/05\/secret-OI-3-510x382.jpg 510w, \/wp-content\/uploads\/2013\/05\/secret-OI-3-480x360.jpg 480w, \/wp-content\/uploads\/2013\/05\/secret-OI-3-560x420.jpg 560w\" sizes=\"(max-width: 960px) 100vw, 960px\" \/><\/a><\/p>\n<p>Et si le secret de la r\u00e9ussite de l\u2019open innovation, de la r\u00e9ponse \u00e0 sa promesse initiale, \u00e9tait la fid\u00e9lit\u00e9\u00a0?<\/p>","protected":false},"excerpt":{"rendered":"<p>Sorry, this entry is only available in Fran\u00e7ais. For the sake of viewer convenience, the content is shown below in the alternative language. You may click the link to switch the active language. Si une telle repr\u00e9sentation des gains apport\u00e9s par l\u2019open innovation est souvent utilis\u00e9e pour montrer aux financiers l\u2019int\u00e9r\u00eat de partager un projet [&hellip;]<\/p>\n","protected":false},"author":18,"featured_media":1965,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[4],"tags":[312,333,501,861,873,1224,1349,1458,1674],"_links":{"self":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/1956"}],"collection":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/users\/18"}],"replies":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/comments?post=1956"}],"version-history":[{"count":0,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/1956\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/media\/1965"}],"wp:attachment":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/media?parent=1956"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/categories?post=1956"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/tags?post=1956"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}