Communities Of Innovation: How Organizations Harness Collective Creativity And Build Resilience by Patrick Cohendet;Madanmohan Rao;Ruiz Emilie;Benoit Sarazin;Laurent Simon;

Author:Patrick Cohendet;Madanmohan Rao;Ruiz Emilie;Benoit Sarazin;Laurent Simon; [Неизв.]
Language: eng
Format: epub
Publisher: World Scientific Publishing Company
Published: 2021-07-04T21:00:00+00:00

III.The Mission and Principles of Michelin’s Open Lab Ecosystem

At the end of the Chengdu event, which brought together more than 5,000 professionals and more than 500 journalists who appreciated the “experiential” workshops set up by companies as diverse as SAP, Mc KINSEY or IBM, the conferences, including the one by TED which had staged its first TED Talks in China within our event, the “Ride & Drive” of various prototype vehicles, etc… a dissatisfaction remained, including within our team.

A verbatim statement by FAURECIA expresses this latent dissatisfaction: Challenge Bibendum is truly fantastic! For a week we are rebuilding the world of mobility together! … But then nothing more! You have to wait two years to find yourself in such a context. In fact, not much happens between each Challenge Bibendum event …

In other words, each Open Lab Community of Interest first goes through the “strategic anticipation” phase of the evolution of the environment before being able to claim to innovate together or influence the outside world. The 3 pillars of activity of the Open Lab are thus in order:

(1)Strategic anticipation.

(2)Co-innovation.

(3)The influence, in particular of public authorities (regulations, standards, etc. ….).

We can say that our communities, which are initially formed around a “leader” (I come back to this in the next paragraph) and an interest in a sustainable mobility challenge, are gradually becoming, if all goes well, communities of innovation. Because what could be more normal than wanting to co-innovate once you share the same vision of the problems to be solved and the solutions to be provided!

Since the main mission of the Open Lab Challenge Bibendum was to develop more sustainable mobility on a global scale, it could not be a question of dealing with subjects of interest to only one or two members of the Lab’s participating communities. It could not be a question of making these communities substitutes for innovation or marketing thinking that is sometimes insufficiently developed within the respective organizations. On the contrary, the challenge was to deal with the common good of clean, safe, connected and accessible mobility throughout the world.

At the same time, however, legitimate privacy issues had to be managed: how far were we allowed to share the playing field, market diagnostics and technology roadmaps? How could we prevent more or less direct competitors, who are nevertheless members of the Challenge Bibendum ecosystem, from joining the so-called “sensitive” communities of interest as “stowaways”? And, even if we limit ourselves to sharing our diagnosis, doesn’t that already reveal part of our strategy?

All these questions led us to quickly adopt a founding and extremely structuring principle: each community of interest would be headed by a “leader” company that would determine all the conditions of its operation: its mission, its precise objectives (see the community launch sheet in Appendix 1), its participants that it would co-opt as it wished, its budget, the number of its physical meetings, its roadmap… but also what could or could not be shared by the community with the outside world, including within the Challenge Bibendum ecosystem itself.

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