Open innovation depends, more than anything else, on people.
In this final installment of our blog series, which references on Hayama-san’s Introduction to Open Innovation: A Primer and Practical Guide, we focus on the human side of innovation—the systems of trust, talent, and collaboration that dictate success or failure. We discuss the role of user feedback, building an OI team, and creating management structures that succeed.
Use Your Users
Innovation happens at the boundary of possibility and desire. While innovators are in the best position to understand what is possible, users are the benchmark for what is desired. By meaningfully engaging in both spheres, innovators can create valuable solutions that would not have otherwise been pursued. In Article 7, Hayama-san offers the following support:
In a 1976 report, von Hippel surveyed innovations in four types of scientific instruments over the past several decades. His findings revealed that about 80% of the innovations were developed not by the scientific instrument manufacturers who produced them, but by the scientists who used the products on a daily basis
Hayama-san argues that treating users as active contributors to innovation broadens your view of possible solutions. Users are often the ones most aware of problems (as they encounter them in their usage) and are invested in its solution. When companies engage with users early and meaningfully, they gain insight into unmet needs and into viable directions for product development.
Hayama-san suggests that successful companies treat user input not as an afterthought, but as a strategic resource. However, user innovation does not emerge automatically. Companies must create structures and practices that invite feedback, validate contributions, and maintain communication.
Build Teams that Build
In Article 8, Hayama-san emphasizes the wide range of interpersonal and strategic competencies OI management requires. He highlights that many of the key skills open innovators need, such as interorganizational knowledge sharing, networking, or adaptability, are human-centered capabilities.
Yet some of these skills are traditionally undervalued, so new structures may be required to draw in and sustain human-centered experts. Potential structures may be new recruitment criteria or standards for talent vetting, or managerial systems that recognize and reward excellence. Building on this insight, Hayama-san recommends forming diverse teams that pool complementary strengths. He writes:
It is difficult for one person to cover all regions and industries, and it is impossible to learn every field. One possible solution is to secure the skills and abilities required for each open innovation team and share the work. In other words, team formation that takes diversity into consideration more than in a typical organization is required.
Open innovation succeeds when organizations invest in teams, not just tools. Recruiting elite talent is not sufficient. Creating teams that both know how to and want to collaborate multiples each person’s value instead of simply adding them together.
Committing to Change
Adopting open innovation also requires a mindset shift. As Hayama-san points out, people tend to favor the status quo, and significant innovation efforts often face internal resistance. He outlines four approaches to drive change:
- Involve Employees Early – Use vivid language and emotionally rich communication to share a compelling vision. Get key players involved from the beginning to establish commitment.
- Lead by Example – Leadership commitment builds trust. Demonstrate belief in the change by allocating real resources—time, people, and budget.
- Be Creative with Incentives – Culture change begins with language and reinforcement. Monetary incentives are great, but non-monetary incentives like recognition and new opportunities can also go a long way.
- Invest in Capability Building – Provide learning opportunities, rotate roles, and encourage internal networking to strengthen collaborative skills.
If you want greater specificity or more advice on how to put your team on board, please check out Hayama-san’s article!
What This Means for Your Organization
Hayama-san reminds us that open innovation is as much about people as it is about products. Teams that can listen to users, work across silos, and embrace uncertainty are the ones who succeed.
At yet2, we recognize that intermediaries succeed when the people inside the organization are equipped to act on the opportunities we help uncover. We don’t just scout technologies—we help build the relationships, capacities, and internal confidence to do something with them. Whether it’s hiring with collaboration in mind or designing systems that reward open thinking, prioritizing people changes your efficacy. Open innovation may start with a good idea, but it flourishes through human action.
Could your team benefit from yet2’s Open Innovation (OI) Training Program? This training course will equip your teams with the skillsets, best practices, and tools for to optimize success and minimize risk exposure when engaging external companies while also bringing different teams and functions together to build crucial internal relationships. Learn more here.
Check out the rest of the series here:
Part 1: In the Spotlight: Insights from Tomoharu Hayama-san’s Open Innovation Series
Words by Carlos Pichardo
Image by FreePik
