{"id":378,"date":"2010-06-30T11:29:14","date_gmt":"2010-06-30T10:29:14","guid":{"rendered":"http:\/\/open-organization.com\/?p=378"},"modified":"2010-06-30T11:29:14","modified_gmt":"2010-06-30T10:29:14","slug":"innovation-open-innovation-at-schneider-electric","status":"publish","type":"post","link":"https:\/\/open-organization.com\/en\/2010\/06\/30\/innovation-open-innovation-at-schneider-electric\/","title":{"rendered":"Innovation & Open Innovation at Schneider Electric"},"content":{"rendered":"

At the seminar “Innovation, convergence of approaches<\/a>” co-organized by INOVA<\/a> and \u00a0Alma Consulting Group<\/a>, Xavier Bonnaud, Innovation Manager of the “Services Industrie” Department at\u00a0Schneider Electric<\/a>, has presented some aspects of their innovation policy.\u00a0The team of PRESANS<\/a> was there to collect their feedback.<\/p>\n

“My 3 convictions”<\/h3>\n

Xavier Bonnaud, in office since 1997, Schneider began by introducing his three convictions about innovation:<\/p>\n

Innovation is needed: innovation is not just a fad, it is a necessary condition for the survival of a company.\u00a0A company that does not innovate dies.<\/p>\n

Collective Intelligence: by comparison with Web 2.0 (where readers are also contributors) that is much richer than Web 1.0 (where readers and contributors are distinct), Xavier shows that the so-called collaborative innovation, involving various and complementary people is much richer than innovation generated by a group of people having the same profile.<\/p>\n

Managerial involvement: to motivate employees to submit (innovating) ideas, it is important that the company sets up a range of incentives, which can be money, recognition from the top management etc.<\/p>\n

Collaborative Innovation at Schneider Electric<\/h3>\n

Innovation by the sales force<\/h4>\n

Since 2008, Xavier Bonnaud has implemented a strategy of collaborative innovation.\u00a0He has introduced the “Challenge Solution”, a concept that can boost innovation through the sales force.\u00a0Through the web platform that he has put in place, their sales force can suggest ideas\u00a0collected directly from customers of Schneider.\u00a0In return, any salesman\u00a0can win a financial reward and the privilege to meet the top management if their idea is selected.<\/p>\n

This first “Challenge Solution” was a significant success:<\/p>\n

    \n
  • 1400 registrations from unsolicited salesmen,<\/li>\n
  • 221 submitted\u00a0ideas,<\/li>\n
  • 52 very good and promising ideas<\/li>\n
  • and 8 gold mines!<\/li>\n<\/ul>\n

    Xavier Bonnaud wants to systematize this approach.<\/p>\n

    Innovation by the customer<\/h4>\n

    In line with Social CRM, Schneider Electric has also recently established the “Schneider\u00a0Innovation Lab”, a b2b \u00a0social network for their customers, allowing them to develop their relationship with their customers.<\/p>\n

    Open Innovation at Schneider Electric<\/h4>\n

    Open Innovation is not yet completely part of \u00a0Schneider’s DNA\u00a0(and actually the concept of Open Innovation is reduced to that of online problem solving & crowdsourcing, while the subject is much broader), they are nevertheless also testing various solutions.<\/p>\n

    Conclusion<\/h3>\n

    No risk equals no innovation – Mathias Lamien (Boost Patents Initiative Project leader, Schneider Electric)<\/p><\/blockquote>\n

    In conclusion, Schneider experiments a lot.\u00a0Schneider takes risks.\u00a0And so Schneider innovates.\u00a0Schneider innovates in its way of innovating.<\/p>","protected":false},"excerpt":{"rendered":"

    At the seminar “Innovation, convergence of approaches” co-organized by INOVA and \u00a0Alma Consulting Group, Xavier Bonnaud, Innovation Manager of the “Services Industrie” Department at\u00a0Schneider Electric, has presented some aspects of their innovation policy.\u00a0The team of PRESANS was there to collect their feedback. “My 3 convictions” Xavier Bonnaud, in office since 1997, Schneider began by introducing […]<\/p>\n","protected":false},"author":2,"featured_media":383,"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":[81,261,673,861,873,875,877,884,899,1224,1473,1489,1490,1767],"_links":{"self":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/378"}],"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=378"}],"version-history":[{"count":0,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/posts\/378\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/media\/383"}],"wp:attachment":[{"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/media?parent=378"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/categories?post=378"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/open-organization.com\/en\/wp-json\/wp\/v2\/tags?post=378"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}