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IBMInstituteforBusinessValue|BenchmarkInsights
Ecosystemsand
openinnovation
Co-createorstagnate
HowIBM
canhelp
Clientscanrealizethefullpotentialofopeninnovation
withIBM’sdeepindustryexpertiseanditstechnology
solutionsandcapabilities.IBMConsulting?isyour
innovationandbusinesstransformationpartnerto
co-createchangeandscaleimpactfromdigital
technologiesacrossyourbusiness.Formore
information,pleasevisit:
/consulting
.
HowAPQC
canhelp
Benchmarkingandopenstandardsarekeytoorganiza-
tionsmakingbetterdecisionssmarter,faster,andwith
greaterconfidence.Astheforemostauthorityonbench-
marking,bestpractices,processandperformance
improvement,andknowledgemanagement,APQCis
yourpartnerforeverythingfromoptimizingbusiness
capabilitiestoorganizationaltransformation.Formore
information,visit
.
Inthecurrentecosystem
economythatrunson
partnerships,theclearchoiceforgrowingone’sbusinessisopeninnovation.
Key
takeaways
Innovationpracticesofthepastwon’tworkinthefuture.
Openinnovationdrivesbetterbusinessoutcomesthantraditionalinnovation.Foreverydollarofinvestment,theproportionofdirectrevenueattributedtoopen
innovationisquadruplethatoftraditionalinnovation.
Opennessdrivesbetter
innovationoutcomes.
Organizationswithmatureopeninnovationcapabilitiesinnovateatgreaterspeed,scale,andeffectiveness.
Theyare3.3timesmorelikelytooutperformtheirpeers
onrevenuegrowthand2.7timesmorelikelytooutperformonprofitability.
Collaborationiscritical.
Openinnovationisanecosystemplaythatrequires
co-investmentandco-creation.Onaverage,organiza-tionsengagewitharoundfourecosystempartnersper$100millionininnovationspend.
Openinnovationdemands
opentechnology.
Thebeatingheartofopeninnovationispartnership
throughshareddataandinsights.Opentechnology—
hybridcloudandartificialintelligence,inparticular—iscritical.Yetlessthanthreein10organizationsleveragesharedandintegratedtechnologycapabilitiesfor
innovationwiththeirecosystempartners.
1
2
Tostandout,you
needtoinnovatethe
wayyou’reinnovating
Notallinnovationiscreatedequal.Inaworldofincreased
volatilityandcontinuouschange,there’sarealriskof
“innovationfatigue.”Wheneveryoneclaimstobeinnovating,
itcanbegintofeellikenooneisinnovating.
Innovationcanbecomecommoditized.Andwithnewideasandproducts
floodingthemarketplaceonadailybasis,it’snolongerenoughtoinnovate
more.Todifferentiateitself,yourorganizationneedstoinnovatebetter.
TheimpetusforchangeisespeciallyurgentinthewakeofgenerativeAI.
ExecutivesexpectgenerativeAItohavesignificantimpactacrossthe
entireinnovationlifecycle,fromideation,discovery,andevaluationto
executionandcommercialization—nottomentioncollaborationwith
partnersandmeasurementofoutcomes(seeFigure1).1Businessleaders
don’tjustviewgenerativeAIasanothertoolintheinnovationtoolbox;they
seeitasfundamentallyalteringthenatureofinnovationinthemodern
enterprise.
WithgenerativeAIpoisedtoupsettheinnovationlandscape,nowisan
idealtimefororganizationstore-evaluatetheirapproachtoinnovation.
Innovationhastraditionallybeenclosed—aninternalprocessthatuses
organizationalresourcestomaintainsecrecy,surprise,andcompetitive
advantage.Whetherit’sanautomanufacturerdevelopinganewvehicle,a
foodservicegiantpioneeringanewrecipe,orasoftwarecompanybuilding
agame-changingmobileapp,organizationshavegenerallyconceivedand
executedtheirbestideasin-houseunderstrictlockandkeyasawayto
protecttheirintellectualproperty.
Buttraditional“closed”innovationisnolongeradequate.Inthecurrent
ecosystemeconomythatrunsonpartnerships,theclearchoiceforgrowing
one’sbusinessisopeninnovation.
81%
Discovery
Commercialization
(63%
01
FIGURE1
Executivesexpectimprovedperformancefromgenerative
AIateverystepoftheinnovationlifecycle
Percentageofexecutivesexpecting
improvementfromgenerativeAI
80%
Ideation
61%
77%
Collaboration
withpartners
70%
Measuring
outcomes
74%
Evaluation
Execution
Source:GenerativeAIandopeninnovationpulsesurvey.
IBMInstituteforBusinessValue.2023.
3
3
4
Collaborationiskey
Basedoncollaborationandco-creation,open
innovationhasbecomeaubiquitousaspiration,
with84%ofexecutivessayingopeninnovationis
importantforthegrowthoftheirbusiness.2Their
instinctsareright:therateofrevenuegrowthfor
openinnovationleadersis59%higherthanthatforothercompanies,accordingtoresearchbytheIBMInstituteforBusinessValue(IBMIBV).3
Ourmostrecentresearchreinforcesthis.Inatypicallargeorganization,asmuchas10%ofrevenuestemsfromopeninnovation(seePerspective,“Therevenuegeneratedfromopeninnovationisfourtimesthatoftraditionalinnovation,”onpage10).Ifeffectively
adoptedacrossallFortune500companiesinthe
US,thatwouldtranslateinto$1.8trillionofrevenueperyear.4
Butalargeshareofthispotentialvalueremains
untapped.Manycompanieshaven’tyetconvertedtheopportunityintoreality.
Treatinnovationasateamsport—orlosetothosewhodo
Whyarecompaniesnotfullycapitalizingonthe
openinnovationopportunity?Inshort,becauseit’sdifficult.Fromcybersecurityconcernstotechno-
logicalbarrierstolackofagility,multiplechallengesstymieinnovationeffortswithecosystempartners.Aligninginternaldepartmentsandbreakingdown
functionalsilosforinnovationishardenough.
Addingexternalpartnerstothemixandchannelingtheircapabilitiestowardasharedobjectivecanbedownrightdaunting.5
GenerativeAIcouldhelpcompaniesovercomesomeofthechallengestheyface.Infact,amajorityof
organizationssaythey’recurrentlyevaluatingor
pilotinggenerativeAIasatoolforopeninnovation,
primarilybecauseofitsabilitytoimproveecosystemcollaboration.6
ButgenerativeAIalonecannotsowtheseedsofopeninnovation.Tomovefromaspirationtorealizationin
aneraofexponentialtechnology,organizationsmustdeterminewhatbusinessvaluetheycanderivefrominnovationwithecosystempartnersandwhat’s
requiredtofacilitateit.
Tothisend,theIBMIBVandAPQCjointlydevelopedamaturitymodelthatweusedtoanalyzewhether
maturityonkeyopeninnovationcapabilitiesresultsinamoreefficientinnovationprocessandimproved
businessoutcomes.WecallittheEcosystemEnabledInnovationMaturityModel(EEIMM),andwehave
testeditwithmorethan1,000companies.
Ourresultsarecompelling:organizationsthatare
morematurewithregardtoopeninnovationsignifi-
cantlyoutperformlessmatureorganizations.For
example,theyare3.3timesmorelikelytooutperformlessmatureorganizationsonrevenuegrowth,and2.7timesmorelikelytooutperformthemonprofitability.
Let’sdigintoourfindingsfurthertodeterminewhat
openinnovationmaturitylookslike,howitcandrivebusinessperformance,and—mostimportantly—whatittakestogetthere.
5
Perspective
Whatisopen
innovation?
TheoristHenryChesbroughfirstintroducedtheconceptofopeninnovationin
2003.Hispremisewassimple:whereasmostinnovationhistoricallywas
“closed”—doneexclusivelyinsideanorganizationbyitsownpeoplewithits
ownideasanditsownresources—mostinnovationgoingforwardwillbe
“open”:donewithecosystempartnersinawaythatmarriesexternalwith
internalcapabilities.7
“Inaworldofabundantknowledge,notallsmartpeopleworkforyou,”
Chesbroughoncewrote.“Companiesmustbecomenimbleat…accessingand
exploitingoutsideknowledgewhileliberatingtheirowninternalexpertisefor
others’use.”8
Organizationsthatareclingingtotraditionalnotionsofinnovationmust
transformtheiroperatingmodelfromonethatsupportslinearprocessesand
controltoonethatpromotestheopenexchangeofinformation,ideas,and
abilitiesacrossindividuals,organizations,andevenindustries.
6
7
Organizationswithmatureopeninnovation
capabilitiesperformbetterandaremorelikely
toattributetheirperformancetotheircapacity
foropeninnovation.
Unlockbetterbusiness
outcomeswithanopen
innovationoperatingmodel
Openinnovationimpactsnotonlytheinnovationvaluechain,butalso
thewiderenterprise.9Organizationsthatembraceitasabusiness
strategymustthereforerecognizethebroaderimplicationsfortheir
operatingmodel.
Steponeisunderstandingwhatcapabilitiesaremostcriticalforsuccess,including
howtobuildthem,howtointegratethemforbetterbusinessperformance,how
technologycanenablethem,andwhatinvestmentsmightberequiredtoachieve
them.
Toascertainwhatcapabilitiesareneededforopeninnovation,webuiltonour
extensiveexistingresearchanddecadesofconsultingexperiencetoidentifyfour
componentsthatconstituteasuccessfulopeninnovationoperatingmodel.
Todeterminehowoperatingmodelcapabilitiesinteractinwaysthatdrivebetter
innovationandbusinessperformance,weaskedexecutivesabouttheircurrentopen
innovationpracticesandcapabilities.Wethenusedamaturityassessmentframework
withfivelevelstoassessorganizations’maturityacrosseachofthefourcomponents
ofopeninnovationoperatingmodelcapabilities.Finally,wecollecteddataonkey
innovationandbusinessperformancemetricstorelatematuritytooutcomes(see
“TheEcosystemEnabledInnovationMaturityModel”onpage8).
Organizationsthataremorematureacrossthefourcomponentssignificantly
outperformthosewhoarelessmature.Theyinnovateatgreaterspeed,scale,and
effectiveness,andcanconvertbetterinnovationperformanceintosuperiorbusiness
performance.
8
TheEcosystemEnabled
InnovationMaturityModel:
Achievingincreasedinnovationinan
ecosystems-basedeconomy
Openinnovationisnowanessentialdriverofgrowth—andecosystemsarekey
tosuccess.TheEcosystemEnabledInnovationMaturityModel(EEIMM)is
anopportunitytoconductamaturityassessmentofyourorganizationand
benchmarkyourresultswithindustrypeers.Theassessmentevaluatesthe
capabilitiesorganizationshaveinplacetoenablecollaborativevaluecreation
fromstrategic,cultural,operational,andtechnologicalperspectives.
Basedonextensiveresearchspanningthepastdecade,theEEIMMincludescapabilities
infourdomainsthatfocusonthekeystosuccessfulopeninnovation:strategyand
culture,ecosystemcapability,internalcapacity,andtechnologyenablement(see
Figure2).
FIGURE2
Theopeninnovationoperatingmodelhasfour
components
Strategy
&culture
Clarityonopeninnovationstrategy,itsalignmentto
businessstrategy,andthefosteringofanopen
innovationculture
Ecosystem
Activeengagementwithecosystemsandtheextensionofinnovationandbusinessprocessesoutwardsto
capability
encompasspartners
Internal
Internalcapacitytoundertake,participatein,andabsorb
capacity
innovationforbusinessvalue
Technology
Opentechnologycapabilitiesforaccelerateddiscovery,co-creation,andco-executionofinnovationactivities
enablement
withpartners,includinghybridcloudandAI
9
TheEcosystemEnabledInnovation
MaturityModel(con’t)
Eachdomainincludesfourtoeightquestionsonspecific
capabilitiesandpracticesacrossfivelevelsofmaturity(see
Figure3).Organizationsselecttheoptionthatmostclosely
matchestheirpractices.
FIGURE3
Organizations’openinnovationcapabilities
aremeasurableonafive-pointmaturityscale
Optimized5
Breakingnewgroundandadvancingopen
innovationwithinindustry
Managed4
Openinnovationistunedandusedtofurther
increaseorganizationalperformance
Defined3
Openinnovationisbeingintegrated
acrosstheorganization
Repeatable2
Implementingselectopen
innovationprojects
ps1
towardopeninnovation
10
Perspective
Therevenuegeneratedfrom
openinnovationisfourtimes
thatoftraditionalinnovation.
Ifyou’restillnotconvincedofopeninnovation’smerits,consideritsimpact
onrevenuegeneration.Onaverage,surveyedorganizationsdedicate4%of
theirtotalannualrevenuetoinnovation.Ofthat,theyallocate12%toopen
innovation.Thesameorganizationsattribute30%oftheirrevenueto
innovation—20%totraditionalandothertypesofinnovationand10%to
openinnovation.
4%
oftotalannualrevenue
isdedicatedtoinnovation
Only
12%
ofwhichisallocated
toopeninnovation
11
Perspective(con’t)
Foranorganizationthatmakes$10billioninannualrevenue,thisequatestoatotalinvestmentof$400millionininnovation,andaninvestmentof$48
millioninopeninnovationspecifically.Overall,theorganizationrealizesareturnof$3billiononits
innovationinvestment.Ofthatrevenue,$2billion
stemsfrominvestmentsintraditionalandothertypesofinnovationand$1billionfrominvestmentsinopeninnovation.Thisequatestoarevenueattribution-
investmentratioof21foropeninnovationcomparedto5.7fortraditionalandothertypesofinnovation.
Inotherwords:Forevery$1anorganizationinvests
ininnovation,therevenueitcanattributetoopen
innovationisfourtimesgreaterthantherevenueit
canattributetotraditionalandothertypesof
innovation.
$10B
Annualrevenue
Traditonalandothertypesofinnovation
Open
innovation
Totalinvestment
Newrevenueattributed
Attribution-investment
ratioequivalent
Generatedrevenue
$400M
$2B
5.7
1x
$48M
$1B
21
4x
12
13
2.8x
.
2x
Realizingvaluefromtraditionalinnovation
1.7x
Revenuefromnewproductsandservices
9x
1
Engagementwithbusinessecosystems
1.7x
Morematureorganizationsare3.3timesmorelikelytooutperformlessmatureorganizationsonrevenuegrowth,and2.7timesmorelikelytooutperformthemonprofitability.Wealsofoundthatmoremature
organizationsachieveacumulativefive-yearrevenuegrowthratethat’s37%higher.Inaddition,more
matureorganizationsachieveaverageoperating
marginsthatare7%highercomparedtothoseoflessmatureorganizations;aresignificantlymorelikelytoreportgainsinrevenueandprofitabilityfrom
innovationthroughnewproductsandservices;andaremorelikelytorealizevaluefrombothtraditionalandopeninnovationefforts(seeFigure4).
Crucially,themostmatureorganizationsaremore
likelythanthelessmatureorganizationstoattributepositivebusinessperformancetoopeninnovationinareassuchas:revenue(98%morelikely),profitability(76%morelikely),numberofpatentsfiled(41%morelikely),R&Dproductivity(31%morelikely),timeto
marketfornewproductsandservices(72%morelikely),andnumberofnewproductsandserviceslaunched(76%morelikely).
Simplyput:notonlydoorganizationswithmature
openinnovationcapabilitiesperformbetter,buttheyalsoaremorelikelytoattributetheirperformancetotheircapacityforopeninnovation.Theyhavecrackedthecodeforhowtoconvertopeninnovationefforts
intorealimpact,thuscapitalizingontheopportunitythatsofarhaseludedsomanyenterprises.
FIGURE4
Organizationswithmatureopen
innovationcapabilitiesaremorelikelyto
outperformlessmatureorganizations
Pro?tability
Revenuegrowth
acrossnumerousbusinessobjectives
2.7x
3.3x
4.5x
Pro?tability/ef?ciency
Realizingvaluefromopeninnovation
fromnewproducts
andservices
Engagementwith
businessplatforms
14
15
4.85
5.00
5.00
Technologyenablement
Ecosystemcapability
2.86
2.91
2.92
3.00
acrossdomainsis2.92
Anobjectives-basedapproach
toopeninnovation
Amongtheorganizationswesurveyed,maturityonopeninnovation
capabilitiesismoderate,withanaveragescoreacrossdomainsof2.92
(seeFigure5).
Thisindicatesthattheaverageorganizationalreadyhasthebusinesscaseand
strategyforopeninnovationinplace,andisbeginningtobolsteritwithadditional
managementsupport.Furthermore,it’sexploringinternalandexternaldependencies,
andestablishingrelationshipswithecosystempartners.However,openinnovation
pilotsandprojectsaremorelikelytobecompartmentalizedthanintegratedacross
functionalunits,andthereislimiteduseofdataanddigitaltechnologiestoaccelerate
innovation.Progressisbeingmade,butmuchworkremains.
FIGURE5
Averagematurityonopeninnovation
capabilitiesismoderate—just2.92outof5
Averagescore
Maximumscorereported
Strategy
&culture
Theaveragescore
4.90
Internal
capacity
16
Organizationsthatwanttoincreasetheirmaturitymustunderstandthatnotall
capabilitiesareequal.Somecapabilitiesaremorerelevanttoinnovationandbusiness
performancethanothers.
Moreimportantly,theroleofdifferentcapabilitiesvariesaccordingtodesired
outcomes.Inordertounderstandhowbesttoallocatetheirresources,organizations
mustclearlydefinewhatobjectivestheywanttoachieve(seeFigure6).
FIGURE6
Organizationsmustsetclearobjectivesfor
openinnovation
Ifyouwantto…Thenyoushouldfocuson…
Governanceforsecurecollaboration
Openinnovationstrategyandexecutionplanning
Participationinecosystemplatforms
Businessprocessessupportingecosystemengagement
Broadanddeepecosystemengagement
Skillsofemployeesengagedinopeninnovation
Trainingemployeestodeliveronopeninnovation
LegalandIPprocessestoenableopeninnovation
Empoweringemployeestotakeinitiative
Participationininnovationecosystemplatforms
LegalandIPprocessestoenableopeninnovation
Integrationofopeninnovationintobusinessstrategy
Governenceandsystemsforcollaboration
Openinnovationstrategyandexecutionplanning
LegalandIPprocessestoenableopeninnovation
Improvetimetomarketfromopeninnovation
IncreasespeedtoROIfromopeninnovation
IncreaseROIon
openinnnovation
Improvemarketsharefromopeninnovation
Realizevaluefrom
openinnovation
1
2
3
1
2
3
1
2
3
1
2
3
1
2
3
17
Organizationsthataremorematureacrossthefour
componentsinnovateatgreaterspeed,scale,and
effectiveness,andareabletoconvertbetterinnovation
performanceintosuperiorbusinessperformance.
Let’sexplorethisfurther.
Ifyourgoalistoimproveinnovationefficiency—for
example,reducingthetimeittakestorealizeROI
fromopeninnovationinvestments—thenyoumustsetupyourorganizationforengagementandcollabo-
rationwithecosystempartners.Amongotherthings,thatrequiresanemphasisonskillsdevelopmentandcybersecurity,bothofwhicharecriticalenablersofcollaboration.
Ifyourgoalisinnovationeffectiveness—forexample,increasingtheimpactofinnovationonmarketshare—
keysuccessfactorsincludeparticipationin
platforms,intellectualpropertyapproach,strategicclarity,andstrongalignmentwithbusinessstrategy.
Ourfindingsreinforcethenotionthatopeninnovationisastrategicbusinessdecisionthatrequiresclarity
withregardtobusinessobjectives.Inotherwords,
whyisyourorganizationengaginginopeninnovationinthefirstplace?Isittoacceleratethespeedof
innovation,forexample?Orperhapsit’stocreatenewcommercializationandmonetizationopportunities?
Differentleverswillcomeintoplaydependingon
whatyou’retryingtoachieve—whichcouldexplain
whyaclearstrategyandexecutionplanisuniversallyimportantacrossallobjectives.
18
Casestudy
FAW-Volkswagen
buildsopeninnovation
deliveryskills10
AspartofabroaderefforttoleadChina’sEVanddigitalautomotive
industry,FAW-Volkswagenembarkedonend-to-endtransformation.
Thisincludedcreatingandtrainingadigitalinnovationteamofmorethan150individualsindesignthinkingandagileoperations.Toachievethis,itusedagaragemethodology—asetofbestpracticesguidingcompaniesthroughtransformationprocesses.
FAW-Volkswagenalsoimplementedcloud-basedtechnologycapabil-
itiestoenableintegrationwithotherdigitalservicessuchasstreamingmedia,parking,andEVchargingservices.Thistechnologyshiftfosteredseamlessintegrationsbetweensoftwareandthewiderecosystemof
externalservices.
Theinitiativeresultedinmorethan3millionnewusersregisteringforFAW-Volkswagen’sVWandJettabrandmobileapps,underscoringtheimpactofopeninnovationanddigitaltransformationoncustomer
engagementandbusinessoperations.
Fortransformingtheverynatureofitsdevelopmentteamfromafacto-ry-focusedsoftwaredepartmenttoanagilegroupofinnovators,the
ChengduR&DteambecamethefirstteamwithinFAW-Volkswagento
gainindependentR&Dcapabilities.ItalsowonanIDCawardfor“BestinFutureofDigitalInnovation”foranintelligentnetworkdigitalcapaci-
ty-buildingproject,whichincludedestablishinganintelligentecosystemmiddlewareplatform.
19
20
Casestudy
Virtusaembraces
participationinopen
innovationplatforms11
Mostbankingandfinancialservices(BFS)firmscannotaffordthe
distractionandexpenseofoverhaulingdecades-oldlegacysystemsand
processes.Instead,“build,buy,andcompose”isbecomingthe
innovationmantraforfirmsthatarevyingtocompeteandoperateeffectivelyinthedigitalBFSenvironment.
AlthoughserviceprovidersplayanemergingroleasBFSecosystem
orchestrators—curatingandmanagingfintechs—thereisarealneedformorevisibleandtransparenttestingandvalidationprocessesbefore
fintechsareinvitedintoecosystems.Virtusausesitsexperiencewithproductdevelopmenttohelpvalidateandtestfintechsbeforebakingthemintoservices.
ThecompanyinitiallybuilttheOpenInnovationPlatform(OIP)asaninternalacceleratortohelpmanageitsownideationandproduct
developmentcycles.Itthenconverteditintoanacceleratorforits
financialservicesclientstohelpdriveco-innovationwithclientsandexternalpartnerssuchasfintechs.Virtusaalsodevelopedseveral
banking-specificAImodels(forexample,defaultpredictionandfraud
detection),workflows(forexample,customeronboarding),andasmartbankdatamodel,andaddedrelevantAPIsandsyntheticdatatotheOIPsoitcouldserveasasandboxenvironment.
VirtusaproductizedtheOIPin2021afterusingitwithseveralBFS
clients.ArelatedsubcomponentcalledtheDigitalProductWorkbenchallowsinnovationstomovefrominterestingideasusingdesignthinkingtoactualproductdevelopment,withafocusonreuse—helpingto
acceleratecycletime.
Automotive
Bankingand
?nancialmarkets
Chemicals
Consumerproducts
Electronics
Electricpowerutilities
Government
HealthcareprovidersIndustrialproducts
Insurance
ITservices
Mediaand
entertainment
Petroleum
Pharmamanufacturers
Retail
Telecom
Transportation
Travel
Openinnovationisvitalyet
variedacrossindustries
Ifdefiningone’sobjectivesissocriticaltoopeninnovationmaturity,the
questionbegs:whatarecompaniestryingtoachievebyengaginginit?
Interestingly,theirnumberonepriorityisreducingandoptimizingcosts,
followedbyimprovingproducts/servicesandcreatingnewbusiness
modelsandvaluepropositions.
Objectivesdifferbyindustry(seeFigure7).Thissuggeststhatorganizations’strategic
objectiveswithopeninnovationdependlargelyonindustrycontext.
FIGURE7
Organizations’topopeninnovation
prioritiesdifferwidelybyindustry
21
22
Automotive
Bankingand?nancialmarkets
Chemicals
Consumerproducts
Electronics
Electricpowerutilities
Government
Healthcareproviders
Industrialproducts
Insurance
ITservices
Mediaandentertainment
Petroleum
Pharmamanufacturers
Retail
Telecom
Indeed,theparticularsofindustryecosystemsandmarketconditions—
andtheroleofone’sorganizationwithinthese—willdictatehowopen
innovationcanbringvaluetotheenterprise.Itisthereforenosurprisethat
organizationsinnetworkedindustriessuchaselectricpowerutilitiesand
telecommunicationsonaveragedisplaythemostmaturecapabilities.In
contrast,organizationsingovernmentaretheleastmature(seeFigure8).
FIGURE8
Thereisroomforimprovementacrossall
industries—includingthosewiththemost
matureopeninnovationcapabilities
1
Foundational
2
Repeatable
2.92
Averagematurity
3
De?ned
4
Managed
5
Optimized
23
Casestudy
Bankartcreatesanew
valuepropositionwith
openbanking12
Bankartisapaymentinstrumentsprocessorthathandlesmorethan
45milliontransactionsamonth.ItenabledaradicalchangeintheSlovenian
bankingsectorthroughopenbanking,capitalizingonthechanging
regulatoryenvironment—particularlyopenbanking-friendlyregulations
suchastheupdatedPaymentServiceProvidersDirective(PSD2).
Openbankingallowscustomerstomanageaccountsacrossmultiple
banksandprovidesalternativepaymentsystemsthroughaplatform
withintegrationandregulatorycompliancecapabilities.
Thisinnovationempowered11outof15Slovenianbankstothrivein
theopenbankingenvironment,reducingtheircostsanddeployment
timelineswhencomparedtothetimeneededtocreatetheirown
platformsin-house.Becauseitintegratedtheremainingfourbanks
acrossplatforms,itallowedcustomerstoaccessanyaccountinthe
countrythroughasingleaccesspoint.
Bankart’ssuccessfuluseofopeninnovationenabledittotransform
thebankinglandscapeinSlovenia,fosteringefficiencyandcooperation
amongbanks.
“Thescaleforthissolutionwasbonkers,”saidSinisaJancic,business
developmentandinnovationdirectoratBankart,Procesiranjepla?ilnih
instrumentovd.o.o.“We’reprovidingfor11differentbanks—eachwith
theirownsecurityrequirementsandsoon.Butwewereallalotmore
comfortabledoingthistogetherthanwewouldhavebeendoingitby
ourselves.BetweentheIBMinfrastructure,ourknowledgeofmicroser-
vices,andBankart’sexperiencewiththebanks,wecouldallworkreally
fastandcoverallofthebasestocreateanopen,compliantsolution.”
24
Winthedaywithco-creation—notstagnation
Yourenterpriseisatanurgentcrossroads:eithertheorganizationopensitsdoorstoopeninnovationnow,oritcouldbeclosingthedoortofuturevaluecreation
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