Open Innovation

10CI Example D: “Two-pillar” Centralism

The CI D manager is currently responsible for the CI as part of a broader operation within a form of strategic management. This manager was a priori adhering very little with my start-up world. This confirmed a latent intuition that I have had for years now: there is no need to develop every day within a start-up “culture” to be sensitive to these, understanding the associated mutual benefits and what action is appropriate to take so as to build healthy relationships. I have come to the conclusion that this publication goes well beyond the relationship of the start-up/large group with OI or a CI, but more fundamentally affects art and how to build bridges between structures and/or various people. Doubtless, this is why the Actor–Network theory of translation by Callon and Latour spoke to me so much, as it reflects human interactions.

10.1. The corporate context of CI D

According to the manager of this organization, “Our profession is in the process of evolving. It is undergoing a transformation.” Although innovation is well anchored with the company’s culture and history, the latter remains somewhat unknown or little acknowledged as being innovative. According to the CI D manager,

“I do not believe that we are well known within the innovation sphere. Moreover, this is what motivated the launch of a corporate incubator in this case. […] Slightly by chance, some start-ups came to see us because they wished to use some of our assets […] ...