Open Innovation Models

Shared For Good. When it comes to sustainability, packaging is a shared challenge. It doesn't matter if you're a global brand or a local startup, everyone faces the same questions: How do we reduce waste? Cut emissions? Design for reuse? Yet, too often, the answers stay locked behind proprietary patents and competitive walls. What if there was a better way? Open-source innovation has transformed industries from software to medicine. It thrives on collaboration, transparency, and the idea that progress accelerates when we share what works. Why not apply that same mindset to packaging? Instead of each company reinventing the wheel, what if we pooled ideas, materials, and systems to create solutions that benefit everyone... and the planet? Take materials. If a company develops a compostable film that performs as well as traditional plastic, why not share that breakthrough? Scaling sustainable materials across industries could drastically reduce the environmental impact of packaging worldwide. Open-source initiatives could also drive standardisation, making recycling systems easier to process and helping consumers understand what they're buying and recycling. Collaboration could go beyond materials. Think reusable packaging systems. Right now, brands trial their own closed-loop programs in isolation, leading to fragmentation and inefficiency. What if these systems were designed around shared logistics and infrastructure? Deposit return schemes, refill stations, or reusable delivery boxes could become more widespread and effective with unified efforts. Open-source is about efficiency, not just altruism. Solving sustainability in silos is slow and expensive. Sharing research, data, and best practices would allow us to innovate faster, avoid duplication, and focus on scaling the best solutions. Of course, there are challenges. Can we ever truly share? Business thrives on competitive advantage. Protecting intellectual property is crucial, and often, it's the secret sauce that drives growth. How do we reconcile that with the larger goal of sustainability? But sustainability is bigger than competition. It's about survival. In the face of a global waste crisis, the benefits of collaboration outweigh the risks of sharing. Google's decision to go open-source with its plastic-free packaging guide for the Pixel 8 is a great example. Instead of keeping their process a secret, they shared it with the world, laying out the materials, methods, and suppliers involved. They encouraged everyone - including their competitors - to follow suit. Packaging innovation shouldn't be a zero-sum game. By collaborating, brands can pave the way for real, systemic change. It's time to stop asking, "What's in it for us?" and start asking, "What's in it for everyone?" Could open-source innovation transform packaging sustainability, or are the barriers too big to break down? 📷Google

Grassroots Innovation: Kaizen in Indian Street Engineering Workshops Street engineering workshops in India, found in market areas and narrow lanes, excel in grassroots innovation through kaizen, meaning continuous improvement. These small, family-run establishments understand customer needs and deliver simple, effective home-related solutions using basic mechanics. Here are some examples: 1. Improvised Spare Parts : When specific home appliance spare parts are unavailable or too expensive, street engineers fabricate parts using basic metalworking tools and local materials. This keeps appliances functional without costly imports or long waits. 2. Affordable Automation Solutions : For home-based businesses, street engineers develop simple automation solutions. These include motorized devices for sewing machines, automated irrigation systems for gardens using recycled materials, and mechanized tools for small-scale production. These solutions enhance productivity and reduce manual labor. 3. Cooling Solutions for Appliances : In regions with extreme heat, home appliances like fans and coolers often overheat. Street workshops devise simple cooling solutions, such as installing small fans powered by the appliance’s own power supply or creating custom vents for better air circulation. These modifications maintain performance and extend appliance life. 4. Noise Reduction in Home Equipment : Noise pollution from home equipment can be a nuisance. Street workshops offer noise-reducing solutions, such as adding custom mufflers, using rubber mounts to dampen vibrations, or retrofitting soundproofing materials around noisy components. These solutions significantly improve the home environment. 5. Water Pump Innovations : Efficient water pumps are critical for home gardens and small-scale farming. Street engineers innovate by modifying hand pumps to work with electric motors or creating hybrid systems that can switch between manual and motorized operation, ensuring reliable water access. 6. Enhanced Ergonomics for Tools : Home tools often need ergonomic adjustments to reduce user fatigue and improve efficiency. Street workshops modify handles, grips, and control systems to better suit individual needs, typically done on-site. The street engineering workshops of India embody kaizen through their continuous pursuit of better, simpler home-related solutions. Their deep connection with the community and understanding of customer problems enable effective innovation with limited resources, proving that impactful solutions often come from simple ideas #india #engineering #innovation #motivation #inspiration #design #education

Safeguarding information while enabling collaboration requires methods that respect privacy, ensure accuracy, and sustain trust. Privacy-Enhancing Technologies create conditions where data becomes useful without being exposed, aligning innovation with responsibility. When companies exchange sensitive information, the tension between insight and confidentiality becomes evident. Cryptographic PETs apply advanced encryption that allows data to be analyzed securely, while distributed approaches such as federated learning ensure that knowledge can be shared without revealing raw information. The practical benefits are visible in sectors such as banking, healthcare, supply chains, and retail, where secure sharing strengthens operational efficiency and trust. At the same time, adoption requires balancing privacy, accuracy, performance, and costs, which makes strategic choices essential. A thoughtful approach begins with mapping sensitive data, selecting the appropriate PETs, and aligning them with governance and compliance frameworks. This is where technological innovation meets organizational responsibility, creating the foundation for trusted collaboration. #PrivacyEnhancingTechnologies #DataSharing #DigitalTrust #Cybersecurity

Is the Evolution of Functionally Aggregated DHTs essentially an Ecosystem Challenge? The authors observe a phenomenon of "aggregated intended purposes" of digital health technologies (DHTs), or "device-aggregates," increasingly being applied in groups of clinical tasks and sub-tasks, from the perspective of regulatory approval. At the highest level, 'super device' aggregates or device suites may be 1) coupled to form loosely defined parts of digitally integrated care pathways, such as hospital-at-home, or 2) cascaded serially. Other pathways are participatory care and patient navigation pathways, and AI-powered anticipatory care pathways are important. This two-article analysis is significant because it highlights the gaps and key issues of regulatory, HTA and reimbursement aspects of data-coupled collaborative innovation. 🔷 Regulatory: Authors note the evolution from passive to active groupings. From cascaded effects to networked, interconnected devices with dynamic dependencies and combined effects that need to be regulated as such. The emergent "super devices" reduce human intervention, necessitating airtight regulation, especially considering the inclusion of non-MDs which are deregulated. Interpreting EU regulations, the “lead” manufacturers of super-MDs (SMD) would be responsible to obtain approval for all components, which could be impractical given their non-manufacturer status for some. 🔷 Reimbursement: Gathering cost-effectiveness evidence introduces new complexities. These include the absence of comparators and the complex estimation of initial investments. Ongoing performance monitoring might solve part of the problem but in the absence of evidence ecosystem standards this will be highly impractical. 🔷 Inclusive evidence: In addition to regulating emergent system properties that arise in interactions, building, testing and evaluating super-MDs in primary care and public health settings and pathways is a limitation. Part two observes the following modalities: 1️⃣ Single manufacturer develops and seeks approval for SMD/components to perform a specific function.   2️⃣ Multiple manufacturers develop approved components brought together and placed on the market by a single commercial entity. 3️⃣ Multiple manufacturers develop approved components brought together and placed on the market as a service provided by a single commercial entity. 4️⃣ Multiple entities brought together flexibly and dynamically and possibly also automatically. As (4) points to a collaborative innovation ecosystem, an overarching challenge emerges: the requirement for regulatory and HTA pathways built on evidence sandboxes and regulated evidence ecosystems, leveraging data frameworks for data governance such as IEEE’s P3493.1™.   PART-1 https://lnkd.in/dv78qpnK PART-2: https://lnkd.in/dVrCN24w #HealthcareInnovation #DigitalHealth #InnovationEcosystem #MDR #SaMD #RegulatoryPolicy #HTA

Excellent research on how Multinational Enterprises (MNEs) shape Entrepreneurial Ecosystems (EE) 1. Spinouts & Spinoffs Fuel Startup Genesis - Employees leaving MNEs to launch their ventures bring with them unexploited knowledge and networks. - These spinouts are a foundational force in EE genesis and contribute to long-term resilience. 2.Demonstration Effects Trigger Local Imitation - MNEs showcase global standards and advanced practices. - Local firms respond by reverse-engineering or adapting these innovations, enhancing technological catch-up. 3. Co-specialization Creates Complementary Niches - Local ventures often form around the complementary needs of MNEs, leveraging high absorptive capacity to co-develop innovative solutions and embed within global value chains. 4. Local Linkages Build Supply Chain Sophistication - MNEs create backward and forward linkages with domestic suppliers and buyers, which expands the knowledge base and specialization of the local ecosystem. 5. Labour Mobility Drives Knowledge Diffusion - As employees transition between MNEs and local firms, they carry with them technical know-how, global perspectives, and managerial skills—catalyzing horizontal spillovers. 6. Competition Elevates Efficiency and Innovation - MNE entry increases pressure on local firms, encouraging them to optimize resources, adopt better practices, and innovate to stay relevant—advancing ecosystem maturity. 7. Spillovers Vary Across Lifecycle Phases - Each mechanism plays a different role across EE stages—spinouts and demonstrations dominate early phases, while linkages and co-specialization grow in importance during scale-up. 8. Context Matters: Not All Spillovers Are Positive - Initial MNE entry can crowd out local firms by hoarding talent or market share. - However, over time, knowledge and demand spillovers may reverse these effects. 9. The Entrepreneur is Central to Spillover Uptake - It’s not just about the mechanisms—it’s about how individual entrepreneurs recognize and exploit them. - Their agency determines how effectively spillovers are harnessed. 10. Policy Implications: Attract and Orchestrate - Policymakers shouldn’t just chase FDI. - They should actively structure incentives, networks, and knowledge flows to convert MNE presence into EE resilience and growth. So What? - MNEs can be powerful engines of entrepreneurial ecosystem evolution—but only when their spillovers are activated by capable entrepreneurs, supported by enabling institutions, and aligned with the region’s absorptive capacity. - This research provides a practical roadmap for regions seeking to catalyze innovation and economic transformation by strategically leveraging MNE presence. Great work Dr. Ali Rizvi, Giulio Buciuni and Paul Ryan

Playing it safe is the riskiest move in FMCG today. That’s why industry giants are de-risking innovation by partnering with agile startups.               The FMCG landscape is evolving rapidly as consumers demand instant deliveries, eco-friendly products, and personalized experiences.  While traditional brands have the scale and resources, they often struggle to keep up with these fast-changing expectations. In contrast, startups built on agility and innovation, are seizing the opportunity to bridge this gap—reshaping the industry in the process. That’s why instead of resisting change, companies like Nestlé, Marico, and P&G are embracing it—by partnering with startups to drive innovation. To give you an example: 📍 Godrej Consumer Products Limited, Dabur, and Nestlé are rethinking supply chains to match the rise of quick commerce. 📍 Procter & Gamble launched a ₹300 Cr fund to co-develop cutting-edge supply chain solutions with startups.(Indianstartupnews) 📍 Eco-friendly brands like Bare Necessities Zero Waste Solutions , Beco and ORGANIC INDIA are finding a place in mainstream FMCG through strategic tie-ups. It’s the smartest strategy for one reason: survival. 📍 FMCG brands thrive on mass production and distribution, but they often move too slowly to adapt to emerging consumer demands.  📍 Startups, on the other hand, bring speed, fresh ideas, and niche expertise. By partnering instead of competing, legacy brands gain agility without the trial-and-error risks of building from scratch. This approach doesn’t just drive innovation—it de-risks it. Instead of making costly bets on untested trends, FMCG giants can leverage startups’ real-time consumer insights, experiment faster, and scale successful ideas seamlessly. In an era where consumer preferences shift overnight, playing it safe is the riskiest move. Have you seen any interesting FMCG-startup partnerships lately? #Innovation #Agility #FMCG

While national agencies play a vital role, the true strength of disaster management often lies at the grassroots. Community-Based Disaster Management (CBDM) empowers local populations to become their own first responders, transforming vulnerability into collective resilience. When a disaster hits, local communities are the first on the scene, often before external aid can arrive. By equipping them with knowledge, skills, and resources, we foster self-reliance and accelerate effective response. This approach focuses on local risk assessment, tailored preparedness plans, and empowering community leaders who can coordinate efforts and disseminate information effectively. According to a systematic review of disaster management approaches, communities with CBDM plans experience up to 50% fewer casualties in disasters. This is a testament to the power of local knowledge and collective action. From remote villages in Pakistan organizing local flood watch groups, to Indigenous communities in Australia revitalizing traditional fire management techniques, CBDM leverages intimate local knowledge for powerful results. It's about collective ownership and shared safety that builds strength from the ground up. Is your community empowered to respond? Support community-based disaster management for a stronger, more resilient future. #CommunityResilience #CBDM #LocalAction #UNICEF

How often do we design with people, instead of for them? It’s easy to fall into the trap of thinking that creativity is something only designers hold the key to. But when we pause and engage with communities, we realize something powerful: Creativity thrives within the community itself—it just needs the right conditions to flourish. Take, for example, the Collective Action Toolkit (CAT) by Frog. It’s not just a tool; it’s a framework that empowers communities to solve problems by tapping into their collective strength. Through a series of activities—like clarifying goals and imagining new ideas—small groups around the world have used this toolkit to not only share their thoughts but to take decisive action that addresses their concerns. The beauty of this approach is in its adaptability. It’s not a one-size-fits-all model. Each group can mould it to fit their unique needs, ensuring that everyone’s voice is heard and valued. But collaboration, as we know, isn’t always easy. There’s often discomfort, sometimes even conflict, when differing ideas meet. Yet, as designers, navigating these challenges is where true progress happens. As Otto Scharmer and Peter Senge, leaders in organizational development, have shown, it's in this space of tension that new solutions are born. A recent contribution from @Design Impact offers a set of guiding principles for designers to keep in mind when working with communities. One of these, “Value me for who I am, not who I’m told to be,” resonates deeply. It’s a reminder that behind every design is a real person, with history, emotions, and passions. When we acknowledge that, we move beyond simply gathering feedback—we tap into real leadership within the community. At the end of the day, Social innovation isn’t just about creating a product or service. It’s about co-creating, about building alongside communities rather than handing down solutions. It’s about fostering a space where everyone’s creativity can shine, and where long-term, sustainable change is possible. Have you been part of a design process that values community leadership? What challenges—and opportunities—did you encounter along the way?

Most companies focus on innovation, but are they focusing on the right kind? Every business operates within a value network—an ecosystem of suppliers, partners, customers, and distribution channels that shape its priorities. This network influences where companies invest and what innovations they pursue. The challenge? Companies naturally optimize for their existing customers' needs and profitability. While this makes sense for short-term success, it often blinds them to disruptive innovations that create entirely new markets. To avoid this trap, businesses should: ☑ Establish separate divisions that operate outside the constraints of the current value network. ☑ Launch spin-off units that can develop and scale disruptive ideas without interference. ☑ Encourage experimentation beyond the immediate demands of mainstream customers. Innovation isn’t just about improving what exists—it’s about creating what’s next. Companies that recognize this will shape the future, while those that don’t risk being left behind. How does your company balance sustaining innovation with disruptive breakthroughs? P.S. If you like content like this, please follow me.

From my new Harvard Business Review article, here’s how to create the last of four pillars that innovative organizations need – Innovation Communities: Innovations often happen at intersections, yet many companies lack ways for innovators to connect informally and see where conversations go. This can also make innovation a lonely endeavor. It doesn’t cost much or take a lot of time to provide people with common innovation interests a means to connect and exchange ideas. At the very least, it’ll help keep them motivated. At best, it may trigger new kinds of cross-disciplinary collaborations that open up previously unseen vectors for change. Don’t be Atari, which was abandoned in frustration by an ambitious innovator: Steve Jobs.   What to do instead? Cultivate community. Take the German life sciences company, Bayer. Bayer has created an internal community of 700 innovators around the world who use common resources, join competitions against one another, and nominate local representatives to participate in an annual meeting. These connections then enable discussions about ways to cross-apply methods, business models, and other capabilities that can translate across business units. For instance, the program helped create agricultural finance options that are now offered around the world, stemming in part from an idea that originated in Bayer’s corporate finance and marketing departments in Greece. (How have you built innovation communities? Please share your approaches in the comments!)