Subject category:
Production and Operations Management
Published by:
International Institute for Management Development (IMD)
Version: 21.01.2008
Length: 9 pages
Data source: Field research
Abstract
InnoCentive spun off Eli Lilly the Pharmaceutical Giant in 2000. The aim of the company was to connect companies with R&D problems to a worldwide community of potential solvers who would be rewarded if they were able to solve one of the problems posted on the InnoCentive website. Learning objectives: managers usually have a traditional view of what R&D should look like. This case opens traditional mindsets to new opportunities in R&D with the discovery of new processes in the open innovation field and also the use of seeker-solver networks.
Location:
Industry:
Size:
20-25 employees
Other setting(s):
2000-2007
About
Abstract
InnoCentive spun off Eli Lilly the Pharmaceutical Giant in 2000. The aim of the company was to connect companies with R&D problems to a worldwide community of potential solvers who would be rewarded if they were able to solve one of the problems posted on the InnoCentive website. Learning objectives: managers usually have a traditional view of what R&D should look like. This case opens traditional mindsets to new opportunities in R&D with the discovery of new processes in the open innovation field and also the use of seeker-solver networks.
Settings
Location:
Industry:
Size:
20-25 employees
Other setting(s):
2000-2007