However a company approaches Open Innovation, whatever the size, culture or experience of the company, they all need to understand that along with the great potential for success comes the great potential for strife and stress.
We all know, the article tells us (though we knew already), that we need ground rules, boundaries, realistic expectations and all sorts of agreements about what happens in what case, how it happens and why it happens.
From there, the parties involved will want to get specific. Some must-consider-and-discuss questions the article lists:
- Who does what on a daily basis?
- How will things operate day-to-day?
- Who expects what from whom?
- What are you willing to share and what remains confidential?
It can be risky and totally unfamiliar. And failure is a very, very real possibility. But that desn't mean it isn't possible. And when it's good, it can be great.
Why do most innovation network failures occur? Because "companies' interests diverge." Almost like a couple whose parties realize after some time that they each want different, sometimes very different, things.
And that's OK. That's when the agreements come into play. Know what you will do in the event of failure. And then plan on success.
Come to think of it, there's not much radical here.