OpenIDEO Challenge: Innovation, Creativity in Solute Healthcare

This report analyzes Solute Healthcare's participation in the OpenIDEO challenge, focusing on innovation, creativity, and entrepreneurship. It explores how OpenIDEO, as a platform, facilitates the collective development of ideas and social innovation through open innovation. The report discusses the importance of co-creation and collaboration in driving social innovations, particularly in healthcare. It also examines the implications for strategy and business models, highlighting the various types of innovations in healthcare, including medical technological, organizational, economic, and information-technological innovations. The report further emphasizes the role of virtual innovation intermediaries and the benefits of open innovation strategies, using examples like Google and Techstars. It concludes that the unity of science, education, and practice is essential for developing innovative medical technologies and improving healthcare quality, advocating for continuous updating of medical technologies and adequate financial support for research programs.

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Innovation, Creativity and Entreprenuership
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City, State
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Introduction
This is the analysis of Solute healthcare in the health care challenge 2018 OpenIDEO
(2018a). As a platform OpenIDEO has partnered with leading companies around the world to
facilitate the collective development of ideas and social innovation.
Open innovation, in short, is about the cooperation of the public sector and private industry. A
good example of the qualitative leap that would allow applying the Chesbrough model is that it
would accelerate the development of medicines. Only a few months ago, the National Center for
Oncology Research and the pharmaceutical company Merck signed an agreement whereby the
multinational would license drugs previously investigated by the CNIO (Bianchi, Croce,
Dell'Era, Di Benedetto, and Frattini, 2016).
Open Innovation is a concept developed by Henry Chesbrough, a professor at the Hass School of
Business at the University of Berkeley. The name of this concept comes from the opposite of the
practice of traditional innovation that companies did: very secret, focused on R & D, little
collaborative. In other words, a "closed innovation".
Open innovation and co innovation in companies
Today in many companies, there is a huge hunger for social innovations. All aspects of
the social sphere need updating. Traditionally, it was considered and considered that the social
sphere is very conservative. People get used to living in certain conditions and are afraid of
change even where they are most needed (Bogers, Chesbrough, and Enkel, 2016). Secondly,
almost all innovations in the social sphere are accepted without taking into account the positions

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of the citizens themselves. Unfortunately, we have not learned how to interact with people and
prepare them for innovative changes.
For example, how difficult is the process of transition to electronic media. Just because many,
especially older people, do not have the simplest computer skills. Sometimes they do not even
know how to turn it on. Therefore, the computer literacy program for the elderly has not come
about by chance. Until we teach citizens how to use the benefits of innovation, we will meet on
their part to resist any changes (Chesbrough, 2017).
Over the past three years, about 200 projects have passed through the Center for Social
Innovations. But one of the first areas in which innovative changes began was healthcare.
Implications for strategy and the business model – where is value being created and captured
Innovations in the field of health care are carried out in the form of the creation of new
technologies, medical devices, drugs, medical methods, or organizational processes that are
being introduced into the production of goods or the provision of services. From the perspective
of innovation management, it is advisable to distinguish the following types of innovations in the
field of health care (Chesbrough, Vanhaverbeke, and West, 2014):
Medical technological innovations that are associated with the emergence of new methods
(methods, techniques) for the prevention, diagnosis and treatment based on existing drugs
(equipment) or new combinations of their use;
Organizational innovations that implement an effective restructuring of the health care system,
improving the organization of labor of staff and org. management structure. Economic

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innovations that ensure the introduction of modern methods of planning, financing, stimulating
and analyzing the activities of healthcare institutions (Chesbrough, and Brunswicker, 2014).
Information and technological innovations aimed at automating the processes of collecting,
processing, analyzing information flows in the industry;
Medico-pharmaceutical, medical-technical innovations, which are a type of medical
technological innovations, but suggesting, as an imperative, the use of new medicines (technical
systems), competitive in price and basic parameters of medical efficiency.
Food and process innovations in the health care system include those that encompass as a system
for preventing and treating a disease, rehabilitating patients, creating fundamentally new drugs,
new medical equipment and equipment, new information, accounting, management and other
benefits that contribute to improving the quality of medical services, etc.
In the field of investment in medical innovations, the Company specificity is such that the state is
the main investor in advanced medical technologies. For the successful development of
medicine, it is necessary to have the right combination of clear state guarantees to the population
and equal rights of all market participants, regardless of their form of ownership (Chesbrough,
Lettl, and Ritter, 2018). As for the possibility of partial investment in innovative technologies, it
is constrained, on the one hand, by insufficient information support, and on the other, by the lack
of clear government guarantees and preferences.
Openideo & the Solute Healthcare Challenge

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As noted in the National Report “Innovative Development - the Basis for Modernizing
the Company Economy”, Company, which is switching to the modern model of economic
growth, maintains an unacceptably low level of innovative activity for a world power.
New goals related to the stimulation and infrastructural support of the development of science
and innovations, as before, are not fully implemented, their legislative and law enforcement
support is imperfect, and, moreover, is delayed or postponed for an indefinite period of time. It is
disturbing that the effect of innovation activity is almost imperceptible across the country, there
are no close, constant and productive contacts between science and business, effective
functioning of the national innovation system as a whole (Manzini, Lazzarotti, and Pellegrini,
2017).
Elimination of the main problems in the development of science, education, and innovation
requires significant resource and time costs. However, delaying their resolution is fraught with
not only the conservation of the current situation, but also the quite possible degradation of all
the basic elements of the innovation cycle. Insufficient financing hinders the implementation of
effective innovation projects, thereby reducing the overall level of innovation activity in the
economy.
It should be noted that the developments created by domestic enterprises and universities are
insignificantly in demand. This is primarily due to insufficient financing of health care and the
legislative insecurity of domestic developments. Further development of this with
Co-Creation & Collaboration Through OpenIDEO

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To introduce the Open Innovation is the existence of virtual innovation intermediaries
like Health subsidiaries. Through its Market place, and with minimal resources in relation to
other systems, organizations remain connected to this external knowledge network so necessary
for the implementation of open innovation.
The open innovation model, is an "alternative and complementary path to knowledge
management in its different stages". The new logic implied by the introduction of this concept in
the public and private sectors fosters the diffusion of R & D & I. It is, therefore, a priority to
promote access to knowledge.
Assessing open innovation as an organizational innovation strategy
As this definition suggests, there are two aspects to opening corporate innovation. The
first is the "external" aspect, in which ideas and external technologies are introduced into the
company's innovation process. The second aspect refers to the "intentional exit of knowledge" so
that the new ideas and technologies of the company are tested with external agents such as, for
example, beta clients.
As a strategy, Open Innovation implies that an organization does not seek to depend only
on its own experience and resources to innovate (whether in new products and services, business
models, processes, etc.). On the contrary: it uses multiple external sources to promote innovation,
such as feedback from its customers and participation with other companies.
Open innovation strategies
Companies that embrace this strategy assume that talent and knowledge is widely
distributed, and that no company can generate high-impact innovation on its own. Therefore,

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Open Innovation has a more participatory and decentralized approach to innovation. An
illustrative case is Google: in just 20 years they have acquired between 200-300 projects, startups
and companies to boost their own development, being that the first of these occurred only 3 years
after its founding (Tucci, Chesbrough, Piller, F. and West, 2016).
A successful case is the company Techstars, which develops global entrepreneurship events
under the wing of companies such as Ford, Amazon and General Electric. These companies
determine the focus of the event and then benefit from accelerating the process of ideation and
prototyping thanks to the projects that originate there.
Currently, many areas of modern medicine require serious technological equipment. The
implementation of modern technologies in domestic institutions of practical health is hampered,
including due to the lack of effective mechanisms for admitting these technologies to the market.
Thus, innovations can be technical, imply the development or improvement of products or
processes, or administrative ones, i.e. be aimed at improving the organizational structure and
management processes and implementation of work (West, Salter, Vanhaverbeke, and
Chesbrough, 2014). Such innovations can often be carried out independently of each other.
However, in some cases, the implementation of innovations in one area may depend or even
require innovations in another. Innovations always mean a jump to a new area or an attempt to
implement an innovation. In this regard, the results of innovation activities do not always
become apparent immediately. On the contrary, the path to perfection can be paved for a long
time, making many experimental attempts, both successful and not entirely successful.
Conclusion

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This moment in Company has components necessary for the development of innovative
medical technologies: investors, companies importing foreign innovative developments, and
inventors. The unity of science, education and practice should provide healthcare not only with
fundamentally new methods of diagnostics and treatment of various diseases, but also with
modern methods of quality management in health care (West, and Bogers, 2014). A continuous
progressive process of updating medical technologies, providing increased efficiency Nia and
prevention, and requires the formation of an adequate financial provision targeted research
programs on priority directions of development of medicine. The organizational and technical
conditions for the implementation of education require particular attention, especially for
institutions providing general secondary schooling in rural areas and small towns of the country.
Secondary vocational education needs to be given special attention, which should train
specialists capable of integrating into new and new technologies. The restructuring of higher
education is aimed at preparing highly qualified professionals who combine training with the
implementation of research projects.

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References
Bianchi, M., Croce, A., Dell'Era, C., Di Benedetto, C.A. and Frattini, F., 2016. Organizing for
Inbound Open Innovation: How External Consultants and a Dedicated R & D Unit Influence
Product Innovation Performance. Journal of Product Innovation Management, 33(4), pp.492-
510.
Bogers, M., Chesbrough, H. and Enkel, E., 2016. Special issue on open innovation in the digital
age. R&D Management, 46(S2), pp.706-707.
Chesbrough, H., 2017. The Future of Open Innovation: The future of open innovation is more
extensive, more collaborative, and more engaged with a wider variety of participants. Research-
Technology Management, 60(1), pp.35-38.
Chesbrough, H., Vanhaverbeke, W. and West, J. eds., 2014. New frontiers in open innovation.
Oup Oxford.
Chesbrough, H. and Brunswicker, S., 2014. A fad or a phenomenon?: The adoption of open
innovation practices in large firms. Research-Technology Management, 57(2), pp.16-25.
Chesbrough, H., Lettl, C. and Ritter, T., 2018. Value Creation and Value Capture in Open
Innovation. Journal of Product Innovation Management, 35(6), pp.930-938.
Manzini, R., Lazzarotti, V. and Pellegrini, L., 2017. How to remain as closed as possible in the
open innovation era: the case of Lindt & Sprüngli. Long range planning, 50(2), pp.260-281.

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Tucci, C.L., Chesbrough, H., Piller, F. and West, J., 2016. When do firms undertake open,
collaborative activities? Introduction to the special section on open innovation and open business
models. Industrial and Corporate Change, 25(2), pp.283-288.
West, J., Salter, A., Vanhaverbeke, W. and Chesbrough, H., 2014. Open innovation: The next
decade.
West, J. and Bogers, M., 2014. Leveraging external sources of innovation: a review of research
on open innovation. Journal of Product Innovation Management, 31(4), pp.814-831.

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Appendix 1
The challenge timeframe for the Solution healthcare starts on 30th, ,arch 2018. The intension of
the challenge is for people to post ideas and proposals and actively work through the
collaborated ideas. Participants can create ideas while building other insights and concepts.
During the phase of refinement, upto 40 shortlisted concepts are developed for prototypes.
Appendix 2
The final refinement ideas

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