How to invent a new business model based on crowdsourcing : the Crowdspirit ® case

Chesbrough's work on open innovation provides a theoretical framework to understand how firms can access external knowledge in order to support their R&D processes. The author defines open innovation as a paradigm that assumes that firms can and should use both external and internal ideas and internal and external paths to market. He considers that industrial R&D is undergoing a paradigm shift from the closed to the open model. Information and communication technologies and especially web 2.0 technologies accelerate this shift in so far they provide access to collective and distributed intelligence disseminated in the “crowd”. This phenomenon named “crowdsourcing” is defined by Jeff Howe as “the act of a company or institution taking a function once performed by employees and outsourcing it to an undefined - and generally large – network of people in the form of an open call.” Though this approach may sound appealing to firms and R&D organizations, there is little research available about the strategic use of crowdsourcing for innovation processes. In this paper we develop the argument that crowdsourcing raises a certain number of strategic issues that we discuss on the basis of a real size crowdsourcing experiment. We were associated in the project from the very outset up to the strategic analysis of the company. Our data is made up of the minutes of three strategic workshops with the managers that we completed step by step by additional theoretical study and some benchmarking of crowdsourcing experiments on the web. Although we started this collaboration with no other objectives than to help this company to design its optimal business model, this action research process has led us to address the following research questions: how can a firm create and capture value by means of a strategy based on crowdsourcing? What are the main strategic issues to be considered when a firm intends to open its innovation process through crowdsourcing? Due to the action research approach used, we do not dissociate the theoretical part from the empirical data, but rather to present our research process step by step. We therefore successively present the three main phases of the strategic analysis carried out with the Crowdspirit team: (1) elaboration of Crowdspirit business model; (2) value creation process related to profiles of crowdspirit community of contributors (3)Theoretical framework on business models based on crowdsourcing. In the conclusion we summarize the main strategic issues that emerged during this work on Crowdspirit's strategy with its managers, and interpret them on the basis of existing literature on open innovation. This leads us to complete Chesbrough's open innovation approach and Nambissan and Sawney network-centric innovation model by introducing new options for companies whose strategy is based on crowdsourcing.Open innovation, crowdsourcing, business models

How to explore new business models for technological innovations

Technological innovation projects must be accompanied by upstream strategic analysis on the related value creation model. It can be shown that generally successful technological innovations have also involved business model innovation. Exploration of new business models is however particularly difficult where there is a rupture in technology due to a lack of vision of the markets and applications to target. This article proposes a scenario-based method for exploring business models for technological innovation. The method includes overview questions on the businessmodels completed by specific questions relating the developed technology. This is followed by the definition of business model scenarios based on use scenarios in various application areas of the technology considered. The development of scenarios involves the creation of contrasting butcoherent business models and varying the elements of the retained business models (types of client, value proposition, economical logic, organisation of the value network, technological and marketing criteria specific to the technology). The method was developed to accompany a radical technological innovation in the telecommunications sector, as part of a European project. The article presents the technology under development and the way in which the authors defined the business model questionnaire and how they developed the various scenarios from uses of the technology. The approach opens both theoretical and managerial perspectives: it allows the notion of business model to be made operational by linking it to the technological innovation on one hand and its use on the other. The method should then be extended, by creating storyboards from strategic scenarios, in order to enable the project stakeholders to evaluate them.technological innovation, business model, method, scenarios

How to invent a new business model based on crowdsourcing: the Crowdspirit ® case

Chesbrough's work on open innovation provides a theoretical framework to understand how firms can access external knowledge in order to support their R&D processes. The author defines open innovation as a paradigm that assumes that firms can and should use both external and internal ideas and internal and external paths to market. He considers that industrial R&D is undergoing a paradigm shift from the closed to the open model. Information and communication technologies and especially web 2.0 technologies accelerate this shift in so far they provide access to collective and distributed intelligence disseminated in the “crowd”. This phenomenon named “crowdsourcing” is defined by Jeff Howe as “the act of a company or institution taking a function once performed by employees and outsourcing it to an undefined - and generally large - network of people in the form of an open call.”Though this approach may sound appealing to firms and R&D organizations, there is little research available about the strategic use of crowdsourcing for innovation processes. In this paper we develop the argument that crowdsourcing raises a certain number of strategic issues that we discuss on the basis of a real size crowdsourcing experiment. We were associated in the project from the very outset up to the strategic analysis of a start-up: Crowdspirit. The company's concept is based on the outsourcing of the entire R&D process to a community of designers and users, in the domain of consumer electronics. Our data is made up of the minutes of three strategic workshops with the managers that we completed step by step by additional theoretical study and some benchmarking of crowdsourcing experiments on the web. Although we started this collaboration mainly to help the company design its optimal business model, this action research process has led us to address the following research questions: how can a firm create and capture value by means of a strategy based on crowdsourcing? What are the main strategic issues to be considered when a firm intends to open its innovation process through crowdsourcing? Due to the action research approach used, we do not dissociate the theoretical part from the empirical data, but rather to present our research process step by step. We therefore successively present four main phases of the strategic analysis carried out with the Crowdspirit team: (1) The emergence of the Crowdspirit business model; (2) The value creation process related to profiles of crowdspirit community of contributors (3) The challenging of the company's initial business model and (4) The creation of a new business model successively open and closed models. In the discussion we summarize the main strategic issues that emerged during the work on Crowdspirit's strategy with its managers, and interpret them on the basis of existing literature on open innovation. This leads us to complete Chesbrough's open innovation approach and Nambissan and Sawney network-centric innovation model by introducing new options for companies whose strategy is based on crowdsourcing.Open innovation, crowdsourcing, business models

Bioscape ou paysage biographique du migrant asiatique : parcours individuels et contextes sociaux

International audienceChez de nombreux universitaires, longtemps les biographies et histoires de vie n’ont pas eu bonne presse, sans doute en raison des considérables succès de librairies qu’ont connus notamment certains volumes de la collection « Terre humaine » chez Plon. Ce genre, qui relevait jusque-là de la vulgarisation, fut progressivement redécouvert par les universitaires à partir des années 1970.La notion de bioscape ou de paysage biographique proposée dans ce numéro thématique trouve, en partie, son inspiration dans une des remarques de Pierre Bourdieu dans un article de 1986 sur « L’Illusion biographique » : « […] qui songerait à évoquer un voyage sans avoir idée du paysage dans lequel il s’accomplit ? ». Il est ici possible de retrouver la notion d’habitus, produite par le conditionnement historique et social et producteur d’actions. Les six contributions réunies dans ce volume font également usage des notions de récits de vie et de parcours biographiques.Initiée lors de journées d’études internationales, cette approche thématique vise à contextualiser autant que possible les biographies et récits de vie de personnages de tout premiers plans aussi bien que d’acteurs plus ordinaires mais représentatifs d’une large population.L’objet de ce volume est l’étude du migrant asiatique, aussi bien la figure exceptionnelle que l’immigrant ordinaire. Les contributions concernent la Thaïlande, le Viêt-Nam, l’Indonésie, les Philippines, Hongkong, la France, tout particulièrement Marseille. Sont étudiés d’abord des parcours ou étapes de vie de Chinois, mais également de Javanaises et de Philippines. Les disciplines concernées sont la sociologie, l’anthropologie, l’histoire, la géographie, l’économie et la sinologie

How to explore new business models for technological innovations

International audienceTechnological innovation projects must be accompanied by upstream strategic analysis on the related value creation model. It can be shown that generally successful technological innovations have also involved business model innovation. Exploration of new business models is however particularly difficult where there is a rupture in technology due to a lack of vision of the markets and applications to target. This article proposes a scenario-based method for exploring business models for technological innovation. The method includes overview questions on the businessmodels completed by specific questions relating the developed technology. This is followed by the definition of business model scenarios based on use scenarios in various application areas of the technology considered. The development of scenarios involves the creation of contrasting butcoherent business models and varying the elements of the retained business models (types of client, value proposition, economical logic, organisation of the value network, technological and marketing criteria specific to the technology). The method was developed to accompany a radical technological innovation in the telecommunications sector, as part of a European project. The article presents the technology under development and the way in which the authors defined the business model questionnaire and how they developed the various scenarios from uses of the technology. The approach opens both theoretical and managerial perspectives: it allows the notion of business model to be made operational by linking it to the technological innovation on one hand and its use on the other. The method should then be extended, by creating storyboards from strategic scenarios, in order to enable the project stakeholders to evaluate them

Universal classification of twisted, strained and sheared graphene moir\'e superlattices

Moir\'e superlattices in graphene supported on various substrates have opened a new avenue to engineer graphene's electronic properties. Yet, the exact crystallographic structure on which their band structure depends remains highly debated. In this scanning tunneling microscopy and density functional theory study, we have analysed graphene samples grown on multilayer graphene prepared onto SiC and on the close-packed surfaces of Re and Ir with ultra-high precision. We resolve small-angle twists and shears in graphene, and identify large unit cells comprising more than 1,000 carbon atoms and exhibiting non-trivial nanopatterns for moir\'e superlattices, which are commensurate to the graphene lattice. Finally, a general formalism applicable to any hexagonal moir\'e is presented to classify all reported structures.Comment: 14 pages, 6 figure

Des scénarios pour explorer les modèles d'affaires

Plutôt que la continuation des tendances existantes, les modèles d'affaires dans l'innovation technologique demandent une démarche elle-même innovante et en rupture. la méthode des scénarios proposée ici se fonde sur une interrogation très ouverte sur l'offre, les clients, les ressources, le réseau de valeur et la logique de génération de revenus, qui permet d'anticiper sur les éléments qui conditionnent des arbitrages essentiels. Une fois dessinés, les scénarios seront soumis aux acteurs économiques concernés de façon à tester leur faisabilité, à les valider et les affiner.Scénarios, business models, innovation technologique