Implementing an Open Innovation Model for Infiana: A Report

This report examines the application of an open innovation model for Infiana, a company specializing in fabricated and polished films. It begins by outlining the concept of open innovation, contrasting it with closed innovation processes, and suggesting a three-step approach for the company. The first step involves obtaining innovation externally by leveraging internet sources and networking with external stakeholders. The second step focuses on commercialization, emphasizing the alignment of commercialization strategies with the business model. The third step involves integrating innovations from external sources with the company's R&D technologies. The report also suggests tools and ideas for Infiana to find new opportunities such as having clear goals, facilitating collaboration, and transparency within the organization. The report references key literature on open innovation, providing a comprehensive overview of the topic.

Running head: OPEN INNOVATION MODEL ON INFIANA
OPEN INNOVATION MODEL ON INFIANA
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OPEN INNOVATION MODEL ON INFIANA
Infiana Germany GMBH & CO. KG manufactures fabricated and polished films for
companies and retail applications for consumers. The company encompasses customers
including architectural purposes, products for personal care, health care, and other miscellaneous
composites (Sebald et al. 2019). Infiana is looking for new opportunities for innovative products
and believes the wonderful innovation can be possible from utmost amalgamated partnerships.
Newly emerging model is used for the implementation of innovation in business world
known as the concept of open innovation, in both theoretical and practical aspects (Mauser and
Huhtamaki Films Germany GmbH and Co KG 2015). With the help of this model, the company
has moved from the concept of closed innovation processes and is more inclined towards an
open channel of innovation (Chesbrough 2017). Based on this model, there are few steps
suggested which are capable to be functionally strong for the company in a practical point of
view.
1) To obtain innovation externally
The company has to have a practical exposure of its wide range of products rather than
only its customers. It can approach to all the internet sources to strength the networking of
innovation so as to have the relative ideas for new features and innovations (Saebi and Foss
2015). Networking through the external stakeholders can be the best possible way to reach the
ultimate aim of innovation. Innovation is something that can only be brought when the team has
a strong collaboration with various external teams. The support from those teams are an
important factor towards obtaining innovation from external sources. Online communities,
crowdsourcing are some of the ways to start innovating products (Saebi and Foss 2015). Very
important to mention about the limitation of obtaining innovation externally is that, looking out
for too many practical ways to binge on innovation can be a hasty way out because the company

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OPEN INNOVATION MODEL ON INFIANA
would end up having to many options and that can again be a challenge to segregate the best
among the alternatives.
2) Commercialization
Innovation means putting the effort into making something new in order to add value in
business. It keeps the focus clear on how inputs from external sources will be such value addition
for the business and also creates a goodwill in the market. This is one of Chesbrough’s marked
principles. In respect to obtain this, the strategies of commercializing and the generalised
business model must be fully in one line and uniformity (Saebi and Foss 2015). Redefining the
maturity stage in the product life cycle and growth areas are the most significant to the company
for the essential ways of innovating effectively.
3) Integrated innovations
The innovations that is coming from external sources, acquiring them can be a great
challenge, but this is not enough. The company can only implement the innovations if those
newly incorporated features are integrated with the company Research and development
technologies.
The theoretical and practical aspects of the above suggestions are, to list all the external
stakeholders, customers and integrating innovations have to be aligned to company policies to
move ahead with practical measures and applying of creativity (Cassiman and Valentini 2016).
The tools and ideas I can suggest to the company in finding new opportunities are likely to have,
clear goals towards innovating features, secondly, facilitating the collaboration of the company
with external sources and stakeholders. Third is, transparency in the organisation and fourth idea
can be reinforcing and rewarding participants, whereas next, is to find out the right methods.
Lastly, to commit and maintain integrity.

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References
Cassiman, B. and Valentini, G., 2016. Open innovation: Are inbound and outbound knowledge
flows really complementary?. Strategic Management Journal, 37(6), pp.1034-1046.
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.
Mauser, M. and Schuhmann, M., Huhtamaki Films Germany GmbH and Co KG, 2015. Foil for
labels and cover membranes. U.S. Patent Application 14/189,935.
Saebi, T. and Foss, N.J., 2015. Business models for open innovation: Matching heterogeneous
open innovation strategies with business model dimensions. European Management
Journal, 33(3), pp.201-213.
Sebald, I., Schmidt, W. and Grimm, F., INFIANA GERMANY & Co KG GmbH,
2019. Packaging film. U.S. Patent Application 10/246,235.
West, J. and Bogers, M., 2017. Open innovation: current status and research
opportunities. Innovation, 19(1), pp.43-50.