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In an era where information is instantly available everywhere on the planet, novelties seem to fade instantly.\u00a0The competition is never far away, and in order to survive, there is no other choice than to innovate faster. In the space of just a few years,\u00a0the time required for the design of an airplane\u00a0has decreased from ten to seven years,\u00a0and that for one molecule has gone from seven\u00a0to\u00a0five\u00a0years.\u00a0This acceleration of innovation cycles is one of the fundamental trends of our economic environment, and\u00a0is\u00a0naturally inseparable from another basic trend: digitalization.\u00a0Together, they accelerate the reconfiguration of traditional value chains.<\/p>\n
Companies\u00a0are seeing that their products\u00a0are in danger of being instantly commoditized while at the same time the very nature of their business models are called into question.\u00a0In order to continue differentiating\u00a0themselves from their competition, as well as preserve their margins and retain their clients,\u00a0they seek to package services into their products,\u00a0which, however, requires integrating knowledge sometimes far removed from\u00a0their core business area.\u00a0At the same time, an exponential inflation of the volume of knowledge is also taking place.\u00a0This year, the number of\u00a0scientific publications in the world should exceed 5 million and the number of\u00a0patents should approach one million. Every business, no matter its size or sector, has to recognize that most of the knowledge lies outside of itself, in particular the kind of knowledge that makes it possible to conquer new territory.<\/p>\n
As a direct consequence of these three factors, and because it’s all about taking advantage of external knowledge in order to innovate faster in a digital context, open innovation seems to be on the verge of becoming an absolute imperative, as well as a pleonasm.\u00a0Indeed, how could innovation not be open?\u00a0In reality, it would be more appropriate to speak of open enterprise. In order to innovate better, more and faster, the entire organization needs to change.\u00a0The frontier has moved from the dimension of space \u2014 accessing expertise where it can be found \u2014 to the dimension of time \u2014 establishing this capacity in a durable way.\u00a0That is why all big companies, haunted by the spectre of Kodak, are asking themselves how to become as agile as a startup despite having thousands of employees.\u00a0Companies today are answering these challenges by creating new functions \u2014 innovation director, digital director\u2014, even though the mission at the heart of these functions is of direct concern to the CEO.\u00a0Doesn’t this point to the fact that survival-minded companies are transforming themselves? But did Steve Jobs need an innovation director to accomplish the same thing?<\/p>\n
In the end, the innovation imperative in an open world implies the obsolescence of a 150 old corporate organization model.\u00a0In the age of the labour force, companies were factories that rented interchangeable units of labour by the day.\u00a0After that came the age of the machine,\u00a0where companies aimed to reduce transaction costs by binding their employees to the tasks assigned to them by an efficient organization.\u00a0Today, we enter the age of information, where digitalization leads to the elimination of transaction costs and thus removes the need for massive and sophisticated organizations.\u00a0Today’s corporate structures face the challenge of importing external knowledge, of making good use of it, and of dynamically reconfiguring themselves, in response to project needs and environmental shifts.<\/p>\n
The Kima Ventures investment fund could rather well represent the future of enterprise.\u00a0Every startup in its portfolio is autonomous and relatively fragile but, on a macroscopic level, the whole is robust and progresses symbiotically towards a strategic global perspective. Corporations of\u00a0independents? SME networks? The revolution of open innovation shall without doubt create other models of enterprise that have yet to be invented, but that will almost certainly not look similar to our existing hierarchical mega-organizations.<\/p>\n
[\/et_pb_text][et_pb_post_nav _builder_version=”3.14″ prev_text=”Previous article” next_text=”Next article” in_same_term=”on” background_color=”#3d59a1″ title_font=”|800|||||||” title_text_color=”#ffffff” title_font_size=”15px” custom_padding=”10px|10px|10px|10px” border_radii=”on|5px|5px|5px|5px” border_width_all=”1px” border_color_all=”#3d59a1″ saved_tabs=”all” custom_margin=”30px|||” global_module=”8506″ \/][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>","protected":false},"excerpt":{"rendered":"
\u00c0 une \u00e9poque o\u00f9 l\u2019information est disponible dans la seconde \u00e0 l\u2019autre bout de la plan\u00e8te, la nouveaut\u00e9 se banalise presque instantan\u00e9ment. La concurrence n\u2019est jamais loin et, pour survivre, il n\u2019est d\u2019autre choix que d\u2019innover toujours plus vite. En quelques ann\u00e9es, le d\u00e9lai de conception d\u2019un avion est pass\u00e9 de dix \u00e0 sept ans, et de sept \u00e0 quatre \u00e0 cinq ans pour une mol\u00e9cule. Cette acc\u00e9l\u00e9ration des cycles d\u2019innovation est l\u2019une des tendances fondamentales de notre environnement \u00e9conomique, naturellement indissociable d\u2019une autre tendance de fond, la digitalisation, qui pr\u00e9cipite la reconfiguration des cha\u00eenes de valeur traditionnelles.<\/p>
Les entreprises voient donc \u00e0 la fois leurs produits aussit\u00f4t menac\u00e9s de devenir des commodit\u00e9s et la nature m\u00eame de leurs mod\u00e8les remis en cause. Pour continuer \u00e0 se diff\u00e9rencier, pr\u00e9server leurs marges et conserver leurs clients, elles s\u2019efforcent d\u2019associer \u00e0 leurs produits des services, lesquels n\u00e9cessitent cependant d\u2019int\u00e9grer des connaissances parfois \u00e9loign\u00e9es de leur c\u0153ur de m\u00e9tier. Or, on assiste parall\u00e8lement \u00e0 une inflation exponentielle du volume des connaissances. Cette ann\u00e9e, la quantit\u00e9 de publications scientifiques dans le monde devrait d\u00e9passer les 5 millions et le nombre de brevets avoisiner le million. Quelle que soit l\u2019entreprise, quelle que soit sa taille ou son secteur, elle doit admettre que l\u2019essentiel du savoir lui est ext\u00e9rieur, notamment celui qui pourra lui permettre d\u2019investir de nouveaux territoires.<\/p>
Cons\u00e9quence directe de ces trois facteurs, puisqu\u2019il s\u2019agit de tirer parti de connaissances exog\u00e8nes pour innover plus vite dans un contexte digital, l\u2019open innovation appara\u00eet comme un imp\u00e9ratif absolu. Et comme un pl\u00e9onasme. Car comment l\u2019innovation pourrait-elle ne pas \u00eatre ouverte\u00a0? En r\u00e9alit\u00e9, c\u2019est d\u2019open entreprise dont il faudrait parler. Pour innover mieux, plus et plus vite, toute l\u2019organisation doit changer. De spatiale \u2013 aller chercher l\u2019expertise l\u00e0 o\u00f9 elle se trouve \u2013, la fronti\u00e8re devient temporelle \u2013 faire perdurer cette capacit\u00e9. C\u2019est pourquoi toutes les grandes entreprises, hant\u00e9es par le spectre Kodak, se demandent comment atteindre l\u2019agilit\u00e9 d\u2019une start-up malgr\u00e9 leurs milliers de collaborateurs. Aujourd\u2019hui, leur r\u00e9ponse passe souvent par de nouveaux venus dans l\u2019organigramme\u00a0\u2013 directeur de l\u2019innovation, directeur digital \u2013 bien que leur mission commune incombe en principe au PDG. Ne s\u2019agit-il pas de transformer l\u2019entreprise pour assurer sa survie\u00a0? Steve Jobs avait-il besoin d\u2019un directeur l\u2019innovation ?<\/p>
En d\u00e9finitive, l\u2019imp\u00e9ratif d\u2019innovation dans un monde ouvert et rapide rend obsol\u00e8te le mod\u00e8le de l\u2019entreprise tel qu\u2019il existe depuis 150 ans. L\u2019entreprise de l\u2019\u00e2ge de la main d\u2019\u0153uvre \u00e9tait la manufacture, qui louait des forces de travail interchangeables \u00e0 la journ\u00e9e. Puis est venu l\u2019\u00e2ge de la machine, o\u00f9 l\u2019entreprise s\u2019est b\u00e2tie pour minimiser les co\u00fbts de transaction, attachant ses employ\u00e9s \u00e0 leur t\u00e2che dans une organisation efficace. Aujourd\u2019hui, nous entrons dans l\u2019\u00e2ge de l\u2019information, o\u00f9 le digital \u00e9limine virtuellement ces co\u00fbts de transaction, qui n\u2019appellent donc plus ce raffinement organisationnel. L\u2019enjeu, d\u00e9sormais, c\u2019est que la structure soit capable d\u2019importer de la connaissance, de l\u2019exploiter et de se reconfigurer dynamiquement en fonction des projets et de l\u2019environnement.<\/p>
Un fonds d\u2019investissement comme Kima Ventures figurerait assez bien cette entreprise du futur. Chacune des startups qui composent son portefeuille est autonome et relativement fragile mais, au niveau macroscopique, l\u2019ensemble est robuste et progresse symbiotiquement dans une perspective strat\u00e9gique globale. Corporations d\u2019ind\u00e9pendants\u00a0? R\u00e9seaux de PME\u00a0? La r\u00e9volution de l\u2019open innovation engendrera sans doute d\u2019autres mod\u00e8les d\u2019entreprise qui restent \u00e0 inventer mais qui, \u00e0 coup s\u00fbr, ne ressembleront pas \u00e0 nos grands groupes hi\u00e9rarchis\u00e9s.<\/p>","_et_gb_content_width":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[4],"tags":[493,1221,1224],"_links":{"self":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/3137"}],"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\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/comments?post=3137"}],"version-history":[{"count":0,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/3137\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/media\/3139"}],"wp:attachment":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/media?parent=3137"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/categories?post=3137"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/tags?post=3137"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}