Maire Tecnimont: a chair for Open Innovation

The centrality of knowledge and the efficient transmission of the same within a company is now increasingly crucial for defining the value of the company itself. Building knowledge, therefore, is building value and the speed with which you can do all this determines not only the absolute value of the brand, but also the ability with which it is able to adapt to any circumstance, seizing every opportunity and opposing a more agile resistance to all risks. This path can be done in many ways, but today more than ever it is the paradigm of Open Innovation that can offer consolidated method, strategy and procedures

This is why a group like Maire Tecnimont has chosen this path and that's why he wanted to move his step starting from the first who identified the strongest signals: Henry Chesbrough, putative father of Open Innovation thanks to an essay from 2003 ("The era of open innovation") which puts it as a real avant-garde on the subject.

Open Innovation: from Maire Tecnimont to Luiss

The move is destined to have effects of great synergy because Andrea Prencipe, Rector of Luiss Guido Carli of Rome sits at the same chair , Henry Chesbrough, director of the University's Garwood Center for Corporate Innovation California in Berkeley, and Fabrizio Di Amato, President of Maire Tecnimont.

The line drawn is clear:

systematically treasure collaborations, ideas and resources external to the classically understood corporate perimeter. From start-ups to the global market of ideas and patents, this model illustrates better than the previous ones why a company no longer needs to control, almost to possess, the innovation processes from start to finish.

The project Maire Tecnimont consists in the creation of a professorship focused on Open Innovation and to lay the foundations for an analysis of the principles of the discipline. That one intends to pursue is a new company that builds on the dogma of continuous innovation, a new analytical insight: at stake is the way in which a company defines itself in its relationship with the outside world, promoting the potential of opening up to the slowdowns that the closure can determine. Behind the word “open”, open in new meadows for you to explore, in many ways revolutionary, certainly with great potential in front of you:

The key differentiator between Open Innovation and other forms of collaboration for innovation lies in the search of partnership is not obvious that they can then offer knowledge, ideas, skills, information, non-conventional, unexpected, unexplained, and sometimes the unthinkable.

What the Luiss university and Maire Tecnimont to explore is the set of dynamics that can explode in value between the meshes of the contamination: how it is possible to promote the meeting between partners in order to improve the acquisition of knowledge, which are essential to express the new energy? Is it possible to give life to true and proper networks between companies, startups, and research centers in search of new value?

The method is intended to become an asset at the disposal of those who wish to metabolize in your company's DNA, not so much the results of innovation, not so much the tools of innovation, as the innovation in itself. Open Innovation, moreover, is not related so much to Do, because to Be. With all the consequences that arise from it.