{"id":11679,"date":"2022-03-05T17:09:26","date_gmt":"2022-03-05T16:09:26","guid":{"rendered":"https:\/\/aedic.eu\/?page_id=11679"},"modified":"2022-03-05T17:09:28","modified_gmt":"2022-03-05T16:09:28","slug":"open-innovation-e-collaborazioni-con-universita","status":"publish","type":"page","link":"https:\/\/aedic.eu\/fr\/open-innovation-et-collaborations-avec-les-universites\/","title":{"rendered":"Innovation ouverte et collaborations avec les universit\u00e9s"},"content":{"rendered":"<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Open_Innovation\"><\/span>Innovation ouverte<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p><strong>Innovation ouverte<\/strong>&nbsp;(IO) est un paradigme qui stipule que les entreprises peuvent et doivent faire usage de&nbsp;<strong>id\u00e9es externes<\/strong>ainsi que des voies d'acc\u00e8s internes et externes aux march\u00e9s s'ils veulent am\u00e9liorer leurs comp\u00e9tences technologiques.<\/p><div id=\"ez-toc-container\" class=\"ez-toc-v2_0_82_2 counter-hierarchy ez-toc-counter ez-toc-white ez-toc-container-direction\">\n<div class=\"ez-toc-title-container\">\n<p class=\"ez-toc-title\" style=\"cursor:inherit\">Index<\/p>\n<span class=\"ez-toc-title-toggle\"><a href=\"#\" class=\"ez-toc-pull-right ez-toc-btn ez-toc-btn-xs ez-toc-btn-default ez-toc-toggle\" aria-label=\"Toggle Table des mati\u00e8res\"><span class=\"ez-toc-js-icon-con\"><span class=\"\"><span class=\"eztoc-hide\" style=\"display:none;\">Toggle<\/span><span class=\"ez-toc-icon-toggle-span\"><svg style=\"fill: #1e73be;color:#1e73be\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" class=\"list-377408\" width=\"20px\" height=\"20px\" viewbox=\"0 0 24 24\" fill=\"none\"><path d=\"M6 6H4v2h2V6zm14 0H8v2h12V6zM4 11h2v2H4v-2zm16 0H8v2h12v-2zM4 16h2v2H4v-2zm16 0H8v2h12v-2z\" fill=\"currentColor\"><\/path><\/svg><svg style=\"fill: #1e73be;color:#1e73be\" class=\"arrow-unsorted-368013\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\" width=\"10px\" height=\"10px\" viewbox=\"0 0 24 24\" version=\"1.2\" baseprofile=\"tiny\"><path d=\"M18.2 9.3l-6.2-6.3-6.2 6.3c-.2.2-.3.4-.3.7s.1.5.3.7c.2.2.4.3.7.3h11c.3 0 .5-.1.7-.3.2-.2.3-.5.3-.7s-.1-.5-.3-.7zM5.8 14.7l6.2 6.3 6.2-6.3c.2-.2.3-.5.3-.7s-.1-.5-.3-.7c-.2-.2-.4-.3-.7-.3h-11c-.3 0-.5.1-.7.3-.2.2-.3.5-.3.7s.1.5.3.7z\"\/><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\n<nav><ul class='ez-toc-list ez-toc-list-level-1' ><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-1\" href=\"https:\/\/aedic.eu\/fr\/open-innovation-et-collaborations-avec-les-universites\/#Open_Innovation\" >Innovation ouverte<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-2\" href=\"https:\/\/aedic.eu\/fr\/open-innovation-et-collaborations-avec-les-universites\/#Challenges_per_le_PMI\" >D\u00e9fis pour les PME<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-3\" href=\"https:\/\/aedic.eu\/fr\/open-innovation-et-collaborations-avec-les-universites\/#Strumenti_per_praticare_lOpen_Innovation\" >Outils pour la pratique de l'innovation ouverte<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-4\" href=\"https:\/\/aedic.eu\/fr\/open-innovation-et-collaborations-avec-les-universites\/#Corporate_acceleration_e_corporate_entrepreneurship\" >Acc\u00e9l\u00e9ration et entrepreneuriat d'entreprise<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-5\" href=\"https:\/\/aedic.eu\/fr\/open-innovation-et-collaborations-avec-les-universites\/#Acquisizioni\" >Acquisitions<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-6\" href=\"https:\/\/aedic.eu\/fr\/open-innovation-et-collaborations-avec-les-universites\/#Partnership\" >Partenariat<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-7\" href=\"https:\/\/aedic.eu\/fr\/open-innovation-et-collaborations-avec-les-universites\/#Focus_su_collaborazioni_Universita-impresa_cosa_serve\" >Mettre l'accent sur les collaborations entre universit\u00e9s et entreprises : ce qu'il faut faire<\/a><\/li><li class='ez-toc-page-1 ez-toc-heading-level-3'><a class=\"ez-toc-link ez-toc-heading-8\" href=\"https:\/\/aedic.eu\/fr\/open-innovation-et-collaborations-avec-les-universites\/#Riferimenti_bibliografici_e_web\" >R\u00e9f\u00e9rences bibliographiques et web<\/a><\/li><\/ul><\/nav><\/div>\n\n\n\n\n<p>Le premier \u00e0 donner une d\u00e9finition de l'IO est Henry Chesbrough, \u00e9conomiste et auteur am\u00e9ricain, qui a baptis\u00e9 ce nouveau concept dans un livre intitul\u00e9 \"Open Innovation : The New Imperative for Creating and Profiting from Technology\", publi\u00e9 en 2003 par Harvard Business School Press.&nbsp;<\/p>\n\n\n\n<p>Il a r\u00e9fl\u00e9chi au fait que la mondialisation a rendu les processus de recherche et de d\u00e9veloppement de plus en plus co\u00fbteux et risqu\u00e9s, car le cycle de vie des produits s'est raccourci.&nbsp;<\/p>\n\n\n\n<p>Selon Chesbrough, ceux qui deviennent plus comp\u00e9titifs ne sont pas ceux qui produisent les meilleures innovations en interne, mais ceux qui parviennent \u00e0 cr\u00e9er des produits et services innovants en modulant au mieux ce qui vient de l'int\u00e9rieur et ce qu'ils peuvent obtenir des acteurs ext\u00e9rieurs au p\u00e9rim\u00e8tre de l'entreprise. Les entreprises qui investissent dans l'innovation ouverte ont simplement reconnu deux choses :<\/p>\n\n\n\n<ul><li>aucune entreprise n'est en mesure de d\u00e9velopper en interne toutes les technologies dont elle a besoin ;<\/li><li>les produits\/services qu'ils produisent doivent fonctionner correctement avec ceux d'autres entreprises, y compris des concurrents directs et des entreprises ayant des mod\u00e8les \u00e9conomiques tr\u00e8s diff\u00e9rents, par exemple les fournisseurs de logiciels libres.<\/li><\/ul>\n\n\n\n<p>Rares sont les grandes entreprises qui disposent d'un r\u00e9servoir de ressources internes tellement important et fonctionnel qu'elles n'ont pas besoin d'une\u00a0<strong>l'\u00e9change avec le monde ext\u00e9rieur<\/strong>. Et m\u00eame ceux-ci se rendent compte que les contributions externes sont un stimulus important et parfois essentiel.\u00a0<\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img loading=\"lazy\" decoding=\"async\" width=\"1024\" height=\"505\" src=\"https:\/\/aedic.eu\/wp-content\/uploads\/2022\/03\/Immagine8-1024x505.jpg\" alt=\"\" class=\"wp-image-11684\" title=\"\" srcset=\"https:\/\/aedic.eu\/wp-content\/uploads\/2022\/03\/Immagine8-1024x505.jpg 1024w, https:\/\/aedic.eu\/wp-content\/uploads\/2022\/03\/Immagine8-300x148.jpg 300w, https:\/\/aedic.eu\/wp-content\/uploads\/2022\/03\/Immagine8-768x378.jpg 768w, https:\/\/aedic.eu\/wp-content\/uploads\/2022\/03\/Immagine8-1536x757.jpg 1536w, https:\/\/aedic.eu\/wp-content\/uploads\/2022\/03\/Immagine8.jpg 1605w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Challenges_per_le_PMI\"><\/span>D\u00e9fis pour les PME<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Pour les PME, il est important d'acc\u00e9der aux id\u00e9es\/technologies de l'ext\u00e9rieur :<\/p>\n\n\n\n<ol><li>ont&nbsp;<strong>capacit\u00e9 d'absorption<\/strong>: \u00eatre capable d'introduire dans l'entreprise, d'absorber, d'int\u00e9grer et de s'approprier ce qui vient de l'ext\u00e9rieur, en l'int\u00e9grant \u00e0 sa propre cha\u00eene de valeur.<\/li><li>D\u00e9tente&nbsp;<strong>l'angoisse de perdre des informations<\/strong>&nbsp;secret en les faisant sortir de leur enceinte ferm\u00e9e vers la comp\u00e9tition. Le v\u00e9ritable d\u00e9fi de l'innovation r\u00e9side dans la mise en \u0153uvre.&nbsp;<\/li><li><strong>Continuer \u00e0 innover<\/strong>&nbsp;vous permet d'avoir toujours une longueur d'avance.<\/li><li>D\u00e9velopper&nbsp;<strong>des r\u00e8gles du jeu claires<\/strong>&nbsp;et bien d\u00e9fini \u00e0 l'avance (ce que j'offre et ce que je perds ; ce que je ram\u00e8ne contre quel risque) bien d\u00e9fini \u00e0 l'avance (codification du processus).<\/li><\/ol>\n\n\n\n<p>Cela dit, il est important de pr\u00eater attention \u00e0 la formalisation des relations que la PME \u00e9tablit avec les partenaires externes par le biais de contrats entre l'entreprise et les employ\u00e9s visant \u00e0 r\u00e9glementer le comportement de ces derniers. Ces clauses sont importantes car :<\/p>\n\n\n\n<ul><li>peut emp\u00eacher les employ\u00e9s de rejoindre une entreprise exer\u00e7ant la m\u00eame activit\u00e9 que la premi\u00e8re ou de devenir eux-m\u00eames un concurrent de l'entreprise (contrat de non-concurrence).<\/li><li>Ils peuvent \u00e9tablir&nbsp;<strong>contraintes de secret<\/strong>&nbsp;visant \u00e0 garantir la confidentialit\u00e9 des id\u00e9es, des secrets commerciaux et d'autres informations et mat\u00e9riels confidentiels (NDA ou accords de confidentialit\u00e9).<\/li><li>Ils peuvent r\u00e9glementer le transfert des droits sur les inventions r\u00e9sultant du travail du personnel.&nbsp;<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Strumenti_per_praticare_lOpen_Innovation\"><\/span>Outils pour la pratique de l'innovation ouverte<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p><strong>Innovation bas\u00e9e sur des d\u00e9fis, hackathon et crowdsourcing<br><\/strong>Une PME disposant de peu de ressources pour l'innovation et d'une faible expertise en la mati\u00e8re peut commencer par utiliser des outils tels que les suivants&nbsp;<em>l'innovation bas\u00e9e sur les d\u00e9fis, les hackathons et le crowdsourcing.<\/em><\/p>\n\n\n\n<p>Tout est construit autour d'un&nbsp;<em>d\u00e9fi<\/em>&nbsp;(d\u00e9fi, probl\u00e8me en qu\u00eate d'une solution) promu par une ou plusieurs entreprises \u00e0 la recherche d'une solution \u00e0 un probl\u00e8me.&nbsp;<\/p>\n\n\n\n<p>La&nbsp;<em>d\u00e9fi<\/em>&nbsp;est g\u00e9r\u00e9 par des organisations sp\u00e9cialis\u00e9es (souvent des organisations interm\u00e9diaires qui ont des contacts avec les universit\u00e9s pour impliquer les \u00e9tudiants, y compris les doctorants, dans l'exercice) ou par les universit\u00e9s elles-m\u00eames, par l'interm\u00e9diaire de chercheurs exp\u00e9riment\u00e9s de&nbsp;<em>la r\u00e9flexion sur le design et le d\u00e9veloppement commercial.&nbsp;<\/em><\/p>\n\n\n\n<p>Un autre mode est le&nbsp;<strong>hackathon<\/strong>les concours de programmation, au cours desquels les d\u00e9veloppeurs et les programmeurs sont invit\u00e9s \u00e0 cr\u00e9er des solutions num\u00e9riques innovantes li\u00e9es \u00e0 un domaine sp\u00e9cifique dans un d\u00e9lai limit\u00e9 (24 ou 48 continus, en g\u00e9n\u00e9ral). Les solutions doivent toujours \u00eatre en r\u00e9ponse \u00e0 un d\u00e9fi\/enjeu. Enfin, le&nbsp;<strong>crowdsourcing<\/strong>&nbsp;utilise des groupes de personnes en exploitant l'intelligence collective pour innover. Il en existe diff\u00e9rents types :&nbsp;<\/p>\n\n\n\n<ul><li><em>concours de foule&nbsp;<\/em>(concours) ;<\/li><li><em>communaut\u00e9s collaboratives de foule<\/em>&nbsp;(les participants peuvent partager et m\u00e9langer leurs id\u00e9es) ;<\/li><li><em>Compl\u00e9ments de foule<\/em>&nbsp;(partir d'une technologie et la transformer pour cr\u00e9er une innovation) ;<\/li><li><em>march\u00e9 du travail de la foule<\/em>&nbsp;(une sorte de march\u00e9 \u00e0 la demande pour rechercher ceux qui peuvent apporter la solution \u00e0 un probl\u00e8me donn\u00e9.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Corporate_acceleration_e_corporate_entrepreneurship\"><\/span>Acc\u00e9l\u00e9ration et entrepreneuriat d'entreprise<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Il existe des structures sp\u00e9cialis\u00e9es (agences r\u00e9gionales, p\u00e9pini\u00e8res d'entreprises, acc\u00e9l\u00e9rateurs, bureaux de transfert de technologie) dans les domaines dits \"de l'innovation\".&nbsp;<em>l'acc\u00e9l\u00e9ration des entreprises.<\/em><\/p>\n\n\n\n<p>En partant des besoins sp\u00e9cifiques d'une entreprise cliente, ces structures vont voir quelles sont les start-ups et les entreprises innovantes qui peuvent offrir une solution adapt\u00e9e.&nbsp;<\/p>\n\n\n\n<p>Ces installations, pour les grandes entreprises, peuvent \u00eatre internes et offrir des programmes internes de&nbsp;<strong>acc\u00e9l\u00e9ration des entreprises<\/strong>&nbsp;avec des structures organisationnelles propri\u00e9taires, dont l'objectif est d'identifier des solutions innovantes qui peuvent \u00e9galement conduire \u00e0 la cr\u00e9ation de nouveaux march\u00e9s, de nouvelles entreprises, avec la cr\u00e9ation de nouvelles soci\u00e9t\u00e9s ou l'acquisition de start-ups nouvellement cr\u00e9\u00e9es.&nbsp;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Acquisizioni\"><\/span>Acquisitions<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>L'acquisition de start-ups ou de PME innovantes par des entreprises de taille moyenne est consid\u00e9r\u00e9e comme l'un des principaux outils pour rendre\u00a0<strong>OI<\/strong>.\u00a0<a href=\"https:\/\/www.economyup.it\/startup\/open-innovation-le-aziende-italiane-che-hanno-comprato-startup\/\" target=\"_blank\" rel=\"noreferrer noopener nofollow\">Les entreprises qui reprennent la majorit\u00e9 des actions des start-ups<\/a>\u00a0 ils s\u00e9curisent les id\u00e9es, les technologies et les comp\u00e9tences d'un seul coup. Dans plusieurs cas, l'acquisition implique \u00e9galement l'embauche des partenaires et\/ou des employ\u00e9s de la start-up, afin de maintenir la continuit\u00e9 avec la direction pr\u00e9c\u00e9dente et d'int\u00e9grer les talents num\u00e9riques identifi\u00e9s dans les effectifs.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Partnership\"><\/span>Partenariat<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Une autre voie de l'OI concerne la possibilit\u00e9 de conclure des accords avec des partenaires ext\u00e9rieurs.<\/p>\n\n\n\n<ul><li><strong>A<\/strong><strong>accords interentreprises<\/strong>par laquelle une entreprise d\u00e9l\u00e8gue \u00e0 une autre entreprise, g\u00e9n\u00e9ralement plus petite, la cr\u00e9ation de certaines innovations ou la production d'artefacts sp\u00e9cifiques.<\/li><li><strong>Partenariats et relations&nbsp;<\/strong>avec des universit\u00e9s, des centres de recherche ou des groupes de chercheurs.<\/li><li><strong>Collaborations&nbsp;<\/strong>par&nbsp;<em>l'achat d'innovations,<\/em>cr\u00e9er une cha\u00eene d'approvisionnement avec leurs fournisseurs pour d\u00e9velopper des solutions innovantes.<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Focus_su_collaborazioni_Universita-impresa_cosa_serve\"><\/span>Mettre l'accent sur les collaborations entre universit\u00e9s et entreprises : ce qu'il faut faire<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<p>Les universit\u00e9s peuvent jouer un r\u00f4le central dans la promotion de l'innovation des petites entreprises. Cependant, plusieurs facteurs font obstacle \u00e0 une collaboration efficace :<\/p>\n\n\n\n<ul><li>l'accent mis sur la recherche exploratoire et \u00e0 long terme ;<\/li><li>la logique institutionnelle du monde de la recherche ;<\/li><li>l'accent mis sur le d\u00e9veloppement et l'exploitation du march\u00e9, la rapidit\u00e9 et l'horizon \u00e0 court terme qui caract\u00e9risent le travail de nombreuses entreprises\/PME ;<\/li><li>la n\u00e9gociation de la propri\u00e9t\u00e9 intellectuelle dans le cadre de collaborations de recherche avec des universit\u00e9s et des organismes de recherche publics.&nbsp;<\/li><\/ul>\n\n\n\n<p>Comment surmonter ces obstacles ? Quelles suggestions pour les PME et les universit\u00e9s ? Suggestions pour les PME :&nbsp;<\/p>\n\n\n\n<ul><li>abandonner l'approche de l'entreprise familiale ;&nbsp;<\/li><li>investir davantage dans la formation des employ\u00e9s et l'am\u00e9lioration des comp\u00e9tences (<strong>formation continue<\/strong>le perfectionnement et la requalification) ;&nbsp;<\/li><li>le recrutement de dipl\u00f4m\u00e9s et de personnes titulaires d'un doctorat ;&nbsp;<\/li><li>envisager&nbsp;<strong>doctorat industriel<\/strong>&nbsp;et le financement des subventions de recherche ;&nbsp;<\/li><li>cr\u00e9er des incitations internes pour ouvrir et&nbsp;<strong>la collaboration avec les universit\u00e9s.&nbsp;&nbsp;<\/strong><\/li><\/ul>\n\n\n\n<p>Suggestions pour les universit\u00e9s :&nbsp;<\/p>\n\n\n\n<ul><li>cr\u00e9er des structures internes (point d'entr\u00e9e) pour les entreprises en qu\u00eate de formes de collaboration ;<\/li><li>\u00eatre visible et joignable ;<\/li><li>investir dans les professionnels (capital humain) ;<\/li><li>investir dans la communication de r\u00e9sultats de recherche commercialisables, y compris la diffusion visant \u00e0 avoir un impact ;<\/li><li>promouvoir (\u00e9galement par des incitations dans le cadre des carri\u00e8res universitaires) la participation des chercheurs et des doctorants \u00e0 des projets de recherche avec des entreprises afin de g\u00e9n\u00e9rer un impact ;<\/li><li>D\u00e9velopper un portefeuille d'activit\u00e9s \u00e0 collaborer avec l'entreprise qui va au-del\u00e0 de la recherche (formation professionnelle, ateliers, implication des entrepreneurs dans l'enseignement, organisation de s\u00e9minaires conjoints, transfert de technologie, placement, innovation ouverte, etc ;)<\/li><li>\u00e9laborer (en collaboration avec les associations professionnelles) de nouveaux programmes d'\u00e9tudes, des fili\u00e8res d'\u00e9tudes conformes aux attentes des PME (<strong>Dipl\u00f4mes professionnels<\/strong>).<\/li><\/ul>\n\n\n\n<h3 class=\"wp-block-heading\"><span class=\"ez-toc-section\" id=\"Riferimenti_bibliografici_e_web\"><\/span>R\u00e9f\u00e9rences bibliographiques et web<span class=\"ez-toc-section-end\"><\/span><\/h3>\n\n\n\n<ul><li>Aldieri L.,&nbsp;<a href=\"https:\/\/www.giappichelli.it\/media\/catalog\/product\/excerpt\/9788892106307.pdf\" target=\"_blank\" rel=\"noreferrer noopener nofollow\">Externalit\u00e9 de la connaissance entre les entreprises<\/a>Giappichelli Editeur<\/li><li>Chesbrough, H. 2003. L'innovation ouverte. Harvard Business School Press<\/li><li>Grant, R.M. 2020. Analyse strat\u00e9gique pour les d\u00e9cisions d'affaires. TheMill<\/li><li>Pisano, G. 2015. Vous avez besoin d'une strat\u00e9gie d'innovation, Harvard Business Review<\/li><li>Porter, M. 2011. Avantage concurrentiel, petite biblioth\u00e8que Einaudi<\/li><li>Universit\u00e9 de Palerme,&nbsp;<a href=\"https:\/\/www.unipa.it\/biblioteche\/.content\/documenti\/servizi-ricerca\/libro-Proprieta-intellettuale-intero.pdf\" target=\"_blank\" rel=\"noreferrer noopener nofollow\">Propri\u00e9t\u00e9 intellectuelle<\/a><\/li><\/ul>","protected":false},"excerpt":{"rendered":"<p>Innovation ouverte L'innovation ouverte (OI) est un paradigme selon lequel les entreprises peuvent et doivent utiliser des id\u00e9es externes, ainsi que des id\u00e9es internes, et acc\u00e9der aux march\u00e9s par des voies internes et externes si elles veulent faire progresser leurs comp\u00e9tences technologiques. 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