SargentTree11290
When dramatic budget cuts in 2005 forced Davis and Richard to…
When dramatic budget cuts in 2005 forced Davis and Richard to rethink Space Life Sciences Directorate’s (SLSD) research and work processes, open innovation presented itself as one tool SLSD members could use to continue to collaborate on their research and technology for the efficacy of human health and performance in space. In 2008, as part of a larger strategic plan to ensure that SLSD operated within the new budget paradigm, Davis introduced open innovation, presenting it as one of several ways to enable SLSD scientists and engineers to continue to pursue research and innovation with partners outside SLSD.
Since 2008, Davis had made continuous effortsboth formal and informalto seed open innovation as a viable approach in SLSD research and technology development
Davis and Richard had organized the workshop to present insights from dramatically successful.
SLSD open innovation pilots conducted the previous fall. About 60 members of the SLSD leadership team were invited to the workshop. Several of these members had been early adopters of open innovation and were enthusiastic about its promise as a way to pursue research and experimentation.
Many others, in contrast, had shown little interest, had been confused about the approach, and were generally resistant and sceptical.
Davis and Richard were excited about the workshop, especially the presentation of the challenge2 results. The results were spectacular; they showed how effective and efficient open innovation at SLSD could be. Davis and Richard hoped the results specifically, and the workshop more generally, would persuade SLSD members to integrate open innovation into their day-to-day SLSD research.
They had been laying plans for weeks, anticipating that the pilot results would persuade their skeptical colleagues.
Instead Davis and Richard stood stunned at the back of the room as some colleagues resoundingly rejected the results as unrelated to their work. They were surprised by the emotional reaction to these open innovation pilots. Some were skeptical that outsiders and nonexperts could help solve big science problems; others resisted integrating an open innovation approach into their labs, calling it ill-suited to their specialized research. Many expressed reluctance to incorporate the approach into their day-to-day work. Back in his office, Davis remarked, “I just really didn’t expect that response.
We’ve been providing information about this approach for two years. It was like the air slowly coming out of a balloon.” Richard said, “No. It was worse. It was like a lead balloon crashing with a deep thud.”
Case Questions
Why has “Open Innovation” become a strategic priority for Jeff Davis?
What insights have you gained from the case on the importance of “defining problems” skillfully in the innovation process?
Who were some of the most important groups of expert problem solvers within the Space Life Sciences Directorate (SLSD)?
Evaluate how Davis lead the introduction and implementation open innovation at NASA and SLSD. What were some strengths and weaknesses of his approaches? Why didn’t people share his vision and enthusiasm for open innovation?
