Epilogue Learning to be More Competitive, More Cooperative, and More Innovative

Anne Huff

Anne S. Huff

 

 

 

 

 

 

 

Yves Doz

 

 

 

 

 

 

 

Karim R. Lakhani

 

 

 

 

 

 

 

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In this concluding conversation we suggest that the definition of strategy is changing and that learning how to innovate helps organizations move away from formulaic behaviors. Innovation is often hampered by what people think they know, by purely competitive behavior, hoarding knowledge, resisting ideas that are “not invented here,” continuing to do what worked in the past, and putting managers at the center of information collection and analysis. New ways of working can be found in the world’s largest and most sophisticated organizations but also in organizations pressed to invent by economic necessity. Managers are trying to find balance, especially between competition and cooperation in organizational ecosystems.

Anne: I speak for the co-editors of this volume in thanking the two of you for your contributions to the Peter Pribilla network, including this conversation. Let me begin, Yves, by asking if you find that the concepts of open innovation described in this volume are compatible with ideas about agility you present in chapter 3?

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The Book

The book Leading Open Innovation describes OI’s search for smart people who might expand the space for innovation.
It reflects international, cross-sector, and transdisciplinary interests among contributors from the United States, Germany, France, Finland, the United Kingdom, Portugal, Tunisia, Austria, and China working in large multinational organizations, academic institutions, or entrepreneurial projects.
They are part of the Peter Pribilla network, which Ralf Reichwald describes at the end of the volume as a point of contact that supports overlapping interests in innovation and leadership.

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