CORPORATE CHALLENGE CANVAS: VISUAL TOOL TO SYSTEMATIZE OPEN INNOVATION CHALLENGES
DOI:
https://doi.org/10.18226/23190639.v10n1.07Keywords:
Open innovation, Large companies, Startups, Canvas, ChallengeAbstract
The engagement between large companies and startups, called Corporate Startup Engagement (CSE), is increasingly used as a corporate strategy in open innovation processes. In order to contribute to making the relationship between large companies and startups more assertive and collaborative, the article aims to present part of the research work carried out in the Profnit Master's Program, which aimed to develop a visual tool for the systematization of challenges companies in low-maturity interactions with startups. It is believed that the systematization of the main information that must be available in a corporate challenge, both to share it with the external environment – startup, programs, public notices, etc. – as in the internal environment, is important for the improvement of interactions. The Double Diamond methodology was used, with the application of management and design methods and tools, to develop the visual tool that was tested and validated in a workshop. It was concluded that approaches that allow the systematic survey and recording of corporate challenges using visual tools can collaborate to increase the success rates in engagement between large companies and startups.
Metrics
References
Open Startups. (2020). Ranking 100 Open Startups. Insights: Panorama da Open Innovation & Startups no Brasil | 2016-2020. <https://www.openstartups.net/site/ranking/insights-2020.html>. Acesso em: 14 fev. 2021.
Avdiji, H., Elikan, D., Missonier, S., & Pigneur, Y. (2020). A design theory for visual inquiry tools. Journal of the association for Information Systems, 21(3), 3.
Ball, J. (2019). The double diamond: A universally accepted depiction of the design process. The Design Council UK https://www. designcouncil. org. uk/news-opinion/double-diamond-universally-accepted-depiction-design-process.
Bannerjee, S.; Bielli, S.; Haley, C.(2016) Scaling Together: Overcoming barriers in corporate-startups collaboration. Nesta. Disponível em: <https://media.nesta.org.uk/documents/scaling_together_.pdf>. Acesso em: 1 fev 2021.
Baumol, W. J. (2005). Education for innovation: Entrepreneurial breakthroughs versus corporate incremental improvements. Innovation policy and the economy, 5, 33-56.
Bland, D. J., & Osterwalder, A. (2019). Testing business ideas: A field guide for rapid experimentation (Vol. 3). John Wiley & Sons.
Board of Innovation. Corporate-startup partnership mapper. Disponível em: https://www.boardofinnovation.com/tools/corporate-startup-partnership-mapper/. Acesso em 21 set. 2021.
_______. Problem sizing canvas. Disponível em: https://www.boardofinnovation.com/tools/problem-sizing-canvas/. Acesso em 21 set 2021.
_______. Scoping Canvas. Disponível em: https://www.boardofinnovation.com/tools/scoping-canvas/. Acesso em 21 set. 2021.
Bonzon, A., & Netessine, S. (2016). 500 Corporations: How do the Worlds Biggest Companies Deal with the Startup Revolution.
Campbell, A., Gutierrez, M., & Lancelott, M. (2017). Operating model canvas. Van Haren Publishing.
Chan, Kim W. (2005). A estratégia do Oceano Azul – como criar novos mercados e tornar a concorrência irrelevante. Rio de Janeiro: Editora Campus.
Chesbrough, H. (2003) The Era of Open Innovation. MITSloan.
Chesbrough, H., & Brunswicker, S. (2014). A fad or a phenomenon?: The adoption of open innovation practices in large firms. Research-Technology Management, 57(2), 16-25.
Fiemg Lab. Playbook de Inovação Aberta: Planejamento de Provas de Conceito entre Indústria-Startup. Disponível em: https://fiemglab.com.br/playbook-poc-vol1/. Acesso em 20 nov. 2021.
Habermann, F., & Schmidt, K. (2014). The project canvas. A visual tool to jointly understand, design, and initiate projects.
Henderson, B. D. (1979). The product portfolio: growth share matrix of the Boston Consulting Group. The strategy process: Concepts, contexts, cases, 2, 678-680.
Innochallenge. Are you an Innovation Agency wishing to activate Open Innovation support programmes for SMEs? Disponível em: https://www.innochallenge-project.eu/. Acesso em 19 set. 2021.
Jarratt, D., & Stiles, D. (2010). How are methodologies and tools framing managers' strategizing practice in competitive strategy development?. British journal of management, 21(1), 28-43.
Kalbach, J. (2016). Introducing alignment diagrams. J. Kalabach, Mapping Experiences, 1.
Lindegaard, S. (2010). The open innovation revolution: essentials, roadblocks, and leadership skills. John Wiley & Sons.
Mind The Bridge. (2019). The Status Of Open Innovation In Europe Corporate-startup Collaboration: 2019 report. Disponível em: <https://mindthebridge.com/open-innovation-in-europe-2019-report/>. Acesso em: 4 abr. 2021.
Mit Sloan Management Review Brasil. Projetos pilotos ajudam a inovação aberta. Disponível em: https://materiais.mitsloanreview.com.br/ebookinnoscience. Acesso em 22 set. 2021.
Mjv. Toolkit - Canvas de Inovação - Modelo para geração de ideias. Disponível em: https://conteudo.mjv.com.br/toolkit-canvas-de-inovacao. Acesso em 19 set. 2021.
Novum. The Challenge Canvas. Disponível em: https://novum.nu/challenge-canvas/. Acesso em 22 set. 2021.
Oliveira Lima, Sérgio Henrique de; Leocádio, Áurio Lúcio. Mapeando a produção científica internacional sobre inovação aberta. Revista Brasileira de Gestão e Inovação – Brazilian Journal of Management & Innovation v.5, n.2, Janeiro/Abril – 2018 ISSN: 2319-0639 http://www.ucs.br/etc/revistas/index.php/RBGI/index. DOI: 10.18226/23190639.v5n2.08.
Oliveira, L. Subtil de et al. (2022). Teste de um framework para implementação da open innovation: estudo de caso de uma empresa de automação. RBGI - Revista Brasileira de Gestão e Inovação – Brazilian Journal of Management & Innovation v.9, n.2, Janeiro/Março – 2022 ISSN: 2319-0639 http://www.ucs.br/etc/revistas/index.php/RBGI/index DOI: 10.18226/23190639.v9n2.05.
Porter, M. E. (1989). How competitive forces shape strategy. In Readings in strategic management (pp. 133-143). Palgrave, London.
Schättgen, N. (2016). The age of collaboration: match-maker ventures e telecom council of silicon valley. Match-Maker Ventures e Telecom Council of Silicon Valley. Disponível em: <https://www.adlittle.com/sites/default/files/viewpoints/ADL_MatchMaker_The_Age_of_Collaboration.pdf>. Acesso em: 18 fev. 2021.
Silveira, Bruno Ribas; Lavarda, Rosalia Aldraci Barbosa. (2020). Relação entre startup de base tecnológica e stakeholders à luz da estratégia como prática e teoria da saliência. Revista Brasileira de Gestão e Inovação – Brazilian Journal of Management & Innovation v.8, n.1, Setembro/Dezembro – 2020 ISSN: 2319-0639 http://www.ucs.br/etc/revistas/index.php/RBGI/index. DOI: 10.18226/23190639.v8n1.01.
Springer, L., Michelis, D., & Senges, M. (2018, September). How Traditional Companies can Foster Innovation through Collaboration with Startups. In European Conference on Innovation and Entrepreneurship (pp. 1032-XVII). Academic Conferences International Limited.
Strategyzer. The Business Model Canvas. Disponível em: https://www.strategyzer.com/canvas/business-model-canvas. Acesso em 17 set 2021.
The Mvp Experiment Canvas. A structured framework for turning your big idea into a Minimum Viable Product you can test and validate with potential customers. Disponível em: https://themvpcanvas.com/. Acesso em 20 set. 2021.
Thieme, K. (2017). The strategic use of corporate-startup engagement.
Thiollent, M. J. M., & Colette, M. M. (2020). Pesquisa-ação, universidade e sociedade. Revista Mbote, 1(1), 042-066.
Van Der Pijl, P., Lokitz, J., & Solomon, L. (2018). Planeje melhor seu negócio: novas ferramentas, habilidades e mentalidade para estratégia e inovação.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2022 Thais de Carvalho Larcher Pinto, Andréa Maristela Bauer Tamanine
This work is licensed under a Creative Commons Attribution 4.0 International License.
The author must guarantee that:
- there is full consensus among all the coauthors in approving the final version of the document and its submission for publication.
- the work is original, and when the work and/or words from other people were used, they were properly acknowledged.
Plagiarism in all of its forms constitutes an unethical publication behavior and is unacceptable. Revista Brasileira de Gestão e Inovação has the right to use software or any other method of plagiarism detection.
All manuscripts submitted to RBGI - Revista Brasileira de Gestão e Inovação go through plagiarism and self-plagiarism identification. Plagiarism identified during the evaluation process will result in the filing of the submission. In case plagiarism is identified in a manuscript published in the journal, the Editor-in-Chief will conduct a preliminary investigation and, if necessary, will make a retraction.
This journal, following the recommendations of the Open Source movement, provides full open access to its content. By doing this, the authors keep all of their rights allowing Revista Brasileira de Gestão e Inovação to publish and make its articles available to the whole community.
RBGI - Revista Brasileira de Gestão e Inovação content is licensed under a Creative Commons Attribution 4.0 International License.
Any user has the right to:
- Share - copy, download, print or redistribute the material in any medium or format, linking to RBGI site.
- Adapt - remix, transform and build upon the material for any purpose, even commercially.
According to the following terms:
- Attribution - You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions - You may not apply legal terms or technological measures that legally restrict others from doing anything that the license permits.
#RBGI
