Dell has been able to successfully execute on the incentives to create a more efficient relationship with suppliers. I believe it is wise for organizations to share their ideas on innovations as long as it is mutually beneficial for both parties. If the organization is able to approach its suppliers with an innovative idea before its competitor, then it will be able to create a synergistic relationship between the two parties and generate a competitive advantage in the marketplace.
It is clear that the external community is expanding and the sector reacting to a few consequences (e.g., focusing on ideas that are not quite compelling). In the specific case of NASA, I believe the leadership of the organization should stick to its long-term strategy of innovation and been really thoughtful and focused on the core ideas. My suggestion for the property issues would be to analyze the IP issue with open innovation on a case by case basis. Presumably, there will be instances in which it will be beneficial for the society if NASA allows other to use the open innovation.
Education is currently evolving to be a highly-technological and sophisticated sector. Innovative business models in the EdTech space are emerging by allowing machine learning systems to function as a tool for educators to improve the classroom experience. In the near-term, I don’t believe the human interaction can be replaced by machines only. I think this technology needs to work in conjunction with teachers and professors. Even though the performance of the machine in the classroom can be superior to the human, I think both the machine and the human can work together and the effect in the learning experience will be synergistic. Students in the classroom face emotions that will be hard for the machine to feel.
It is clear that next-generation technologies are disrupting the way power generators, transmission companies, and utilities operate the electric grid. Enel has been quite effective in developing compelling business models (e.g., energy efficiency, distributed generation). However, as the grid becomes more digital the overall system faces a higher grid. However, the main focus of the company strategy is not security. Thus, I believe Enel needs to focus their resources and capital allocation into higher protection of the grid. For example, Consolidated Edison, another global utility, has made cybersecurity a focus, creating a dedicated security team that includes former law enforcement personnel. This will allow Enel to keep up with its competitor and better perform in the long term.
Given the disruption potential of Contour’s existing technology, I’d suggest the management team to follow the following strategy: (i) license the technology to charge high-premium prices to the private sector; and (ii) donate the technology to government and municipalities when they face a natural disaster. The benefit of quick home recreation post-disaster can be crucial for millions of people around the world. By implementing that business model, Contour can not only be commercial and sustainable but also help alleviate some of the problems in society. Finally, I think this business model will be well-perceived by local governments and help with the overall scalability and expansion of the company.
Up to this point, it is clear that AM has been the key differentiator of the company and, presumably, competitors in the dental marketplace will catch up on innovation. Thus, I recommend the company invests heavily on research and development to further develop the AM capabilities. The first-mover advantage of the company can only be maintained if the management team focuses resources on mastering the AM capabilities and stays as a pioneer in the dental industry. Finally, because both processes information are synergistic I believe the company can lever the data created from treatment in order to improve the production process.