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"Nul ne peut l’ignorer, les pratiques RH évoluent à vitesse grand V au sein des organisations. Comment les entreprises font-elles face à ces changements ? Il semble que certains DRH voient dans la R&D une alternative crédible pour développer des solutions et produits innovants en matière de ressources humaines."

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"Tom Kelly, general manager of IDEO, the world-renowned design firm, likes to quote French novelist Marcel Proust, who famously said, "The real act of discovery consists not in finding new lands but in seeing with new eyes." What goes for novelists goes for leaders searching to craft a novel strategy for their company, a new product for their customers, or a better way to organize their employees. In a world that never stops changing, great leaders never stop learning."

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"C’est parce que le robinet de la nouveauté nécessite aujourd’hui un débit plus abondant que la firme de Stuttgart a élargi son modèle d’innovation afin de pourvoir intégrer des inputs différents que ceux issus de ses labos.

Voici trois ans, Daimler a mis en place un programme spécifique, Business Innovation, auquel les employés ont la possibilité de participer.

Une équipe d’une quinzaine de personnes encourage chacun à proposer des idées originales axées, a priori, davantage sur d’autres manières de voir l’activité et les services de l’entreprise. La collecte de ces suggestions et idées de projets est facilitée par la mise en place d’un portail collaboratif en ligne."

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Its role will be smaller and its advantage diminished, suggests Michael Schrage, a research fellow at the Center for Digital Business at the Sloan School of Management at M.I.T. The idea-production process, according to Mr. Schrage, will continue to shift away from the centralized model epitomized by large corporate labs, going from “proprietary innovation to populist innovation.”

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Viktor Mayer-Schönbergeren est persuadé, dans le futur "nous verrons apparaître des poches d’équipes réduites avec moins d’interconnections et un mode de pensée moins grégaire". Elles pourront ainsi prendre plus de risques et s’aventurer à essayer des solutions plus radicales. Il est également urgent de réintroduire une certaine compétition entre les différentes équipes de développement. Et de faire évaluer les projets non par des pairs - comme c’est l’usage - mais par un panel d’experts évoluant dans des domaines légèrement en retrait de celui étudié.

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Undoubtedly Microsoft is pioneering the R&D 2.0 model that I discussed in my last post — an organizational model that relies on anthropologists and development economists to first decipher the socio-cultural needs of users in emerging markets like India and then use these deep insights to develop appropriate technology solutions. And it's telling that Microsoft picked India as the epicentre of its global R&D transformation.

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They pointed out that the biggest hurdle is socio-cultural, as Indian engineers think and act completely differently than their Western colleagues. The former, growing up in a red-hot economy, are animated by a “growth mindset” whereas the latter, operating in mature economies, are stuck in a “settled mindset.” These two opposite approaches clash when they are asked to collaborate on a R&D project. Why? Because Indian and Western engineers completely differ in their:

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The model works. Today, more than 35 percent of our new products in market have elements that originated from outside P&G, up from about 15 percent in 2000. And 45 percent of the initiatives in our product development portfolio have key elements that were discovered externally. Through connect and develop—along with improvements in other aspects of innovation related to product cost, design, and marketing—our R&D productivity has increased by nearly 60 percent. Our innovation success rate has more than doubled, while the cost of innovation has fallen. R&D investment as a percentage of sales is down from 4.8 percent in 2000 to 3.4 percent today. And, in the last two years, we've launched more than 100 new products for which some aspect of execution came from outside the company. Five years after the company's stock collapse in 2000, we have doubled our share price and have a portfolio of twenty-two billion-dollar brands.

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More open-minded Indian firms, on the other hand, are redefining IP as “intellectual partnering.” Rather than reinvent the technology wheel in-house, Indian CIOs and CTOs rely on external providers to address most of their firms’ innovation needs, through IP licensing agreements. Take TCS, India’s largest IT service provider. TCS operates the oldest and largest software R&D lab in Asia. Yet, under the visionary leadership of its CTO Ananth Krishnan, TCS is replacing its closed R&D approach with a networked C&D (Connect & Develop) model. As part of its intellectual partnering strategy, TCS now sources more IP from an external innovation network made up of academic labs, startups, and large software vendors.

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