Frank Wippich examines how managers can effectively build influence, motivation, and trust within open innovation teams across company boundaries. Through a case study of Visteon Corporation's Cockpit Electronics division, Wippich conducted 21 interviews with project managers, architects, senior managers, and support staff, most from the US. Wippich finds that leadership in open innovation requires a flexible style that balances goal-oriented, engaging, and involving approaches. Effective leaders clearly define objectives and deliverables, foster common purpose through open communication, and adapt to partners' objectives. Open innovation also demands flexible organizational structures, permeable boundaries, and a culture of collaboration beyond company lines.

1. Leadership in Open Innovation Examining the influences of Open Innovation (OI) on competencies, control and behavior in R&D environments Author: Frank Wippich Affiliation: MBA Graduate, Henley Business School Research type: Master Dissertation

3. Visteon Corporation - Cockpit Electronics division

5. US: 17, Germany: 3 + 1 pilot, UK: 1

6. Project managers (6), Architects (6),Senior managers (5), Support* (4)Limitation of this study - strong bias to US operations, single case * Includes Purchasing, IP management, 3rd party management

7. Blurring boundaries and the emergent leader Leadership goes mainstream The need to foster leadership skills at all team members / levels With the boundaries blurring, the skills converge too Engineering disciplines learn to manage, managers learn the “bits & bytes” Leaders emerge based on contribution and expertise Virtual team management skills support OI leadership Leadership becomes a constant balancing act between Strategic operational parameters (interaction, trust, motivation) Participation control Adaptation visionary direction Author: Frank Wippich OI requires Flexible Leadership with balanced interplay of goal-oriented, engaging and involving leadership style.

8. Organizational Context Flexible structures for:resource allocation; information processing; incentive alignment; monitoring and authority exercise; adaptation and discovery Networked organization with centralized coordination Goal-oriented (transactional style) Permeable boundaries for improved knowledge flow Flexible business models Leadership Definition of clear objectives, deliverables and commercial prospects. Boundary spanning / orchestrating Involving (participative style) Alignment of corporate and OI processes Foster common purpose / sense Monitoring Understand and adapt to objectives of partners Engaging (transforma-tional style) Open communication and information sharing Develop and adapt shared processes Culture of risk taking and experimentation Cultural sensitivity and diversity Ecosystem thinking beyond corporate boundaries throughout organization Open Innovation Context Knowledge distribution Blurring boundaries Culture / business model of collaborating partners Divergence / convergence Collaboration Author: Frank Wippich

9. THANKS MUCH! More questions on Leadership in Open Innovation? fwippich@gmail.com Author: Frank Wippich