Open Innovation

3The Architects of Interactions: the Four Strategic Access Points

Starting in Chapter 7 of this book, I present five CIs. They are not only illustrations, but also flagship profiles of a kind. It would have been hard, to say the least, to discuss here all the cases I came across over the last four years. It is through observation of many CIs and exchanges with many discussion partners that I was able to carry out my analyses over time and to reach my conclusions. The variety of CIs shows us some doubly interesting contexts. On the one hand, it reflects the capacity of firms and institutions to wish to launch CIs. On the other hand, the similarities and differences that I could analyze show that in all the cases I dealt with, real managerial work is being done or will be done to advance the CI in the organization, that is, to ensure its adoption.

The most pertinent comparison which has come to my mind over time is that of the work of an architect. An architect, according to the Larousse dictionary, is a “person who designs the concept, the construction and the decoration of buildings of all kinds and directs its execution”. Some kinds of architect can use their art to influence people’s behavior, whether at home or at work. These are called interior architects. In the case of a CI leader, you will come to understand that this latter is the designer and builder of the CI house, directs its execution and seeks to use his or her art to influence the daily professional life of their ...