A case study on open innovation on Procter & Gamble. Part II: Co-creation and digital involvement

Modern Technologies in Industrial Engineering 2015

Agafitei, I.G.^1 ; Avasilcai, S.^1

Gheorghe Asachi Technical University of Iasi-Romania, Department of Engineering and Management, 28 Mangeron St., Iasi

700050, Romania^1

关键词: Co-creation;    Disruptive innovations;    Open innovation;    Study case;    Value creation process;   

Others  :  https://iopscience.iop.org/article/10.1088/1757-899X/95/1/012150/pdf
DOI  :  10.1088/1757-899X/95/1/012150

来源: IOP

【 摘 要 】

The first part of the present study case has pointed to the efforts directed by Procter & Gamble over time to keep close to its customers and the manner in which management has supported innovation within the company. Following the principles of disruptive innovation, the CEO of the company has set the goal for the company as to produce at least 50% of the innovations from external ideas. So, the aim of this paper is to continue to analyse the tools and the approach that P&G has taken in order to launch new products by partnering with other companies. Innovating by collaborating with external entities holding a highly specialized level of technology and engineering knowhow has been appreciated to contribute to the value creation process. In order to understand how open innovation strategy has worked for Procter & Gamble and which was the designated tool used to enrich the company with valuable input in order to develop products, we have taken a look at P&G's open innovation platform Connect + Develop..