Among the crucial elements of Fiat's current renewal is the supremacy of its clean, fuel-efficient engine innovations that were mainly established throughout the 1990s by Centro Ricerche Fiat (CRF), the Fiat Group business in charge of R&D and innovation advancement. In the early 1990s, when the Italian carmaker was going through unpleasant times (in addition to numerous other gamers in the vehicle market), CEO Gian Carlo Michellone significantly reversed CRF's company and innovation method, embracing and mastering a tactical technique to innovation that resembles exactly what would end up being called the open innovation paradigm.
The CRF case scenario shows how open innovation can secure the company's innovation ability from the threat of extreme resource justifications throughout durations of crisis while proffering a beginning point to duplicate innovation ability once the downturn is over. The efforts to improve the adoption of open innovation requirement to be targeted at a number of elements of a company's company, i.e., the structures, organizational functions, the preparation and control and efficiency management systems, business values, and specific proficiencies and mindsets.
PUBLICATION DATE: May 01, 2010 PRODUCT #: CMR461-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
