Session Abstracts - 2017 Annual Meeting

Keynote Presenters

Opening Keynote: Adaptive Innovation -  The Fabric of Effective R&D

Keoki Jackson, ScD, CTO, Lockheed Martin
Tuesday, May 9 from 8:00 to 9:15 am

Dr. Jackson shares his perspective on how external collaboration, crowdsourcing, and startup incubation can play a significant role in dramatic future aerospace and defense capabilities.  Lockheed Martin is fostering a resilient innovation culture that embraces and addresses the plethora of relevant technologies available in the broader S&T universe. Participants learn about Lockheed Martin’s “adaptive innovation” model including the following practices:

  • Focused Customer Partnering: Joint operations analysis and wargaming with key customers illuminate emerging needs, identify the most promising technologies for mission capabilities, and develop new concepts of operations. 
  • Transformational R&D: Projects focused on long-term and transformational capabilities take full advantage of the science and technology ecosystem, including leading-edge initiatives at top research universities.
  • Global Technology Scouting: Technology scouts look for innovations to improve products, foster sustainability and reduce environmental impact. Lockheed Martin’s newest R&D center in Australia is taking advantage of vibrant innovation in the Asia-Pacific region.
  • Lockheed Martin Ventures: A $100M venture fund focusing on start-up innovation and strategic access to technologies rather than purely financial returns. The fund’s primary areas of interest include artificial intelligence, autonomy and data analytics.
  • Open Entrepreneurial Challenges: Posing hard problems for both “intrapreneurs” and small external companies to respond to and collaborate with the world leaders in aerospace platform design and production.
 
2017 IRI Medalist - The Future of Open Innovation

Henry Chesbrough, PhD, Faculty Director, Garwood Center for Corporate Innovation, UC Berkeley-Haas School of Business
Wednesday, May 10 from 8:00 - 9:00 am

The future of open innovation will be more extensive, more collaborative, and more engaged with a wider variety of participants.  It will extend beyond technology to business models, and will embrace both product and services innovation.  Just as no man is an island, no firm that restricts itself to the confines of its own R&D lab will be successful in an open innovation world.  As one R&D manager observed, “Before open innovation, the lab was our world.  With open innovation, the world has now become our lab.”

 
2017 IRI Medalist: The Antidisciplinary Approach – Beyond the Traditional

Joi Ito, Director, MIT Media Lab
Wednesday,  May 10 from 3:15 - 4:10 pm

The Internet, machine learning, advances in manufacturing, and biotechnology have shifted substantial portions of our research and development power to startups and labs that do not fit neatly within traditional disciplines. In this new “antidisciplinary,” agile, and networked environment, governments, commercial ventures, and academic institutions are all being challenged to adapt. Some thrive while others struggle. For more than 30 years, the MIT Media Lab has set an example of how–by following a core set of principles–you can adjust to, and take advantage of, the changing trends and transformations we all are facing. 

 
Keynote: Innovation Streams, Executive Leadership, and Organization Evolution

Michael Tushman, PhD, Professor of Business Administration, Harvard Business School
Wednesday, May 10 from 4:10 - 5:00 pm

Explore the challenges incumbent firms face in dealing with technological change and associated innovation streams. Dr. Tushman focuses on the role of the senior team, with particular reference to R&D, in shaping a firm’s ability to both exploit existing capabilities, as well as explore into new technological domains.

 

 

Additional Presenters

Customer Discovery: The Key to Unlocking Commercial Success

Jim Hornthal, Launchpad Central
Tuesday, May 9 from 9:45 to 11:15 am

Most companies don’t properly understand their target customers in product development – and the results can be catastrophic. Companies who utilize customer insights adapt product development to customer needs, dramatically improving market results.  Jim Hornthal shares case studies from among 13,500+ innovation teams including specific guidance for how your company can leverage these customer insights.

 

Case Study: Embracing Public and Open-Source Collaboration Tools

William Rippon, Chief Information Security Officer, IBM Research Division
Tuesday, May 9 from 9:45 to 10:25 am

Enterprises are increasingly moving towards embracing collaboration tools from the public and open-source arenas in order to improve various aspects of their Research and Development (R&D) activities.  
Examine the various aspects of open-source and public solutions and learn details of IBM’s own transition to and use of such tooling.  Participants will be able to leverage the knowledge gained from this session to assess and compare with their current use of public/open-source tooling, or provide valuable insight as they plan for the deployment and use of such tooling in the future.

 

Technology Incubation – A New Model for Corporate R&D

Sam Kogan, CEO, Gen5 Group
Howard Soriano, Partner, Gen5 Group
Tuesday, May 9 from 10:35 to 11:15 am

This session considers a hybrid technology incubation model for corporate R&D. The model draws on Gen5’s direct experience in seeding and developing new ventures. The goal is for corporations to be more competitive with start-ups to capture opportunities, at earlier stages of technology development, and with manageable risk.

 

Challenges of Technologies Brokering for Diverse Program Strategies

Alicia Hong, Technology Integration, Boeing
Rob Williams, Principal, Intellectual Property Strategy and Business Integration, Boeing
Tuesday, May 9 from 1:45 to 3:15 am

Creation of a middle-man to broker technologies can have great benefits to satisfy a diverse set of program needs, but also comes with many challenges.  Managing competing sources of technology requires strategies and foresight to effectively develop the “right” portfolio.

 

An Open Innovation Strategy for Leveraging Federal R&D

Nadia Carlsten, PhD, Program Manager DHS S&T HSARPA, Department of Homeland Security, Science & Technology Directorate
Tuesday, May 9 from 1:45 to 2:25 pm

As organizations look beyond their walls for sources of innovation, one resource that is often overlooked is the extensive network of federal laboratories. Using Open Innovation frameworks, businesses can access this wealth of federal R&D to discover new technologies and partners, and learn to integrate them into their innovation pipeline.

 

Implementing Open Innovation

Gene Slowinski, Director, Strategic Alliance Research, Rutgers University
Tuesday, May 9 from 2:35 to 3:15 pm

IRI’s Research platform is a leader in Open Innovation (OI) research.  Research on Research (ROR) has conducted 15 Open Innovation projects.  Many projects have identified tools and management techniques that guide OI managers as they plan, structure and implement their collaborative research projects.  Gain key learnings and learn how to apply them to R&D collaborations.

 

Assessing the Value of User Experience Design in Industrial R&D

Antonietta Grasso, Xerox Research Centre Europe
Wednesday, May 10 from 9:30 to 10:10 am

Our world is characterized by increasing social, technological and business disruption. Amidst this turmoil, traditional innovation processes do not have the agility required to incorporate such change. In conjunction, users have increasingly high expectations and little tolerance with technology and services that do not satisfy a clear need and that have not been designed for ease of use. Within this context, start-ups have promoted the use of lean methods, to rapidly test and verify that the proposed innovations create both user and business value. The notion of ‘lean’ is therefore being adopted across a number of industries and well beyond start-ups. However, the challenge and concern that research organizations have with being ‘lean’ is the short horizon this entails. It has been observed to be counterproductive to force focussing on isolated services and their practical implementation details as it leads to missed opportunities of innovation that has much larger impact.

To further investigate this topic, we recently conducted a series of international expert interviews with innovation thought leaders and practitioners to assess existing best practices and investigate what role UX Design can play in modern agile innovation processes. Based on the results of this study, we present the case that, by integrating User eXperience (UX) Design, one can connect research, users and business value in a strategic and lean fashion while pursuing ambitious long term innovation strategies. UX qualities such as incrementality and tangibility will be shown to actually bind technology, user and business value. This will be exemplified in the case study of designing services in support of urban mobility in smart cities and healthcare where collaboration with the local scientific, academic and business ecosystem is shown to be an important additional facilitator for the approach to be implemented.

 

What is Technology Transition? Why is it Important?

Vicki A. Barbur, Technology Transfer Office, The MITRE Corporation
Wednesday, May 10 from 9:30 to 10:10 am

Technology transfer refers to the formal licensing of technology to third parties under the guidance of professionals employed by the relevant institution owning the intellectual property. Generally, technology transfer is the transfer of knowledge and discoveries in the public interest and especially when the underlying technology has been generated through funding provided by the government and federal agencies. Government Laboratories, National Laboratories, University Affiliated Research Centers, and Federally Funded Research and Development Centers (FFRDCs), must work in support of the mission that the Federal Funds serve, yet it is increasingly important to extend the value of federal funds by making relevant inventions  available to commercial industry. The presenters discuss the various elements of Technology Transfer, and outline some of the approaches which have led to valuable outcomes, including the development and collaboration with entities such as Innovation Bridges.

 
Which Boundary Spanning Strategies Work and Which Don’t

Anne Marie Knott, Professor of Strategy, Olin School of Business, Washington University
Wednesday, May 10 from 9:30 to 10:10 am

R&D isn’t driving growth the way it used to--its productivity has fallen 65% over the past several years. Professor Knott conducted two NSF studies across a full spectrum of companies to understand why. This session reveals which boundary spanning strategies work and which actually lead to worse performance.

 

Co-Innovation with Strategic Customers to Drive Collaboration Across Functional Areas and Product Lines

Alex Foessel, Director, Customer Support and Technology Innovation Center, Latin America, John Deere
Wednesday, May 10 from 9:30 to 10:10 am

Learn about John Deere’s development of integrated solutions to enable customers to build a business, bridging across the company’s product lines, functional areas and channel partners. Examine how John Deere co-innovates with the customer by reaching inside the organization for key solution elements and then integrating the firm’s channel services to complement equipment and technology.

 

Business Model Innovation: Conducting Business Experiments

Jim Euchner, VP Global Innovation, Goodyear Tire & Rubber Company
Abhijit Ganguly, Manager, Business Model Innovation, Goodyear Tire & Rubber Company
Wednesday, May 10 from 10:55 am to 12:25 pm

Business Model Innovation requires the systematic identification of alternative business models that may be appropriate to a concept; the identification of the risks associated with each of them; and the reduction of risk using business experiments. This workshop helps participants develop the skills required for business model innovation.

 

R&D in the Innovation Ecosystem

Mike Blackburn, R&D Program/Portfolio Leader, Cargill, Inc.
Wednesday, May 10 from 1:50 to 2:30 pm

Successful innovation requires collaboration and cooperation between multiple players both inside and outside a company.  Understanding of this innovation ecosystem can help R&D in the effort to balance efforts across the innovation spectrum from incremental to disruptive innovations.  Join us to  explore R&D’s role in the Innovation Ecosystem.

 

From Emerging Technology to Business Opportunity

Irene Spitsberg,PhD, Managing Director, InnoVentures LLC
Raj Nagarajan, Leader Technology Assessment and Platforms, Front End Innovation, Owens Corning
Wednesday, May 10 from 1:50 to 2:30 pm

Presenters share a practical approach for spotting-evaluating-integrating of emerging technologies with the focus on 1) building reliable internal and external networks to systematically uncover technologies; 2) providing strategic framing to ensure relevance and early engagement of business partners; and 3) implementing structured learning processes that ensure adoption by business units.

 

Igniting Disruption with TCS’ Co-Innovation Network (COIN)

K Ananth Krishnan, EVP & CTO, TATA Consultancy Services
Raju Goteti, VP TCS COIN, TATA Consultancy Services
Wednesday, May 10 from 1:50 to 2:30 pm

TCS’ co-innovation network (COIN) is an open innovation multi-stakeholder environment that includes academia, startups, accelerators, venture capitalists, etc. Partnership with these stakeholders and TCS’ own Research and Innovation Groups has resulted in the creation of new products and services that has served TCS’ customers in being at the leading edge of innovation. The COIN model along with best practices and success stories will be presented.

 

Creating Shareholder Value through Open Innovation

John Evans, Florida Street Group
Wednesday, May 10 from 1:50 to 2:30 pm

Participants examine the foundations of the Intentional Innovation approach to managing innovation and learn to identify the specific mechanism through which collaboration creates new value for the organization. Dr. Evans illustrates how the approach can be used to manage engagement with partners, both inside and outside the organization, to improve innovation effectiveness.