The formal and informal collaboration configurations and links made up of internal and external parties and communities that can fuel innovation through resource sharing and cross-fertilization of ideas.

Internal Networks

The informal employee connections and internal communities of interest and practice that can boost innovation

    • Analysis of internal networks is actively carried out to identify the frequency of collaboration and degree of cross-functional interactions among people, as well as to understand who brokers information and knowledge and what are their mindsets.
    • Cross-fertilization of ideas is carried out to support tackling significant problems and transforming ideas into something truly novel and impactful.
    • Tools for managing ideas throughout the organization are in place.

External Networks (Open Innovation)

The formal and informal innovation collaboration arrangements with external entities, communities and individuals for the benefit of the parties and the society

    • Specific collaboration configurations designed to support the innovation processes by linking to the outside world are in place, which might include external incubators, accelerators, labs, corporate venturing groups, partnerships and even M&A.
    • These structures are thoughtfully linked to a greater or lesser extent to the core business (depending on the type and purpose of initiatives involved) while enabling and reinforcing innovation-driven growth best practices.
    • It is clear who makes –and is held accountable for– what decisions.