Orchestrating innovation ecosystems : a case study of a telco wholesaler growing into a global hub for cross-innovation

Abstract: Current innovation literature stress the fact that companies seeking to boost their innovation capabilities should open their boundaries and collaborate with partners for bolder and faster value creation. While correct, and in fact frequently practice among several industries, many companies have failed in their attempt to innovate on ecosystem’s settings due mainly to lack of the appropriate management methodologies. Although co-development alliances have become a common practice in the market place, tools and strategies to manage them are quite behind on real execution. Furthermore, companies currently involved in such scenarios have overlook the new conditions of co-creation, failing to yield return over the cost of capital, and losing credibility on their ecosystems. Therefore, the purpose of this study was to identify practical managerial strategies, process and tools for orchestrating innovation ecosystems in general, and tailored them into real company current practices, in particular. In this thesis, a theoretical revision has been carried out in order to understand what innovation ecosystems are, why companies involved in innovation should care about them and what are the essential elements for orchestrating projects breed in that setting, being successful at it. Furthermore, a case study was developed with the purpose of connecting empirical findings to theoretical suggestions, and draw conclusions and recommendations. The company chosen for the analysis is one of the larger international players in their industry; having strong motivations to grow their innovation field, clear objectives to do it on partnership basis, and unquestionable position to claim the role of orchestrator. Moreover, management at this company believed that their innovation partnerships are not fulfilling expectations, and wanted to know how they can improve the way those projects are being managed, while keeping the center of the innovation ecosystem. The results show the process to create an orchestration strategy model, and a final proposal for the company under analysis. The case was developed taking into consideration information provided by key processes stakeholders over a series of interviews, and critical observation of the system during a six-month period. Scientific implications contribute in providing a framework for orchestrating innovation ecosystems on a technology-driven industry, while managerial implications contribute in providing the company with a robust model on how to position as a global hub for cross-innovation.