1. Creating an Open Innovation Ecosystem
at Deutsche Telekom
Presentation at the EIRMA & OECD: Symposium on Global Innovation Networks .
René Rohrbeck, EICT GmbH, Germany

2. The open innovation ecosystem of
Deutsche Telekom.

3. Rohrbeck_(2008)_Creating-an-Open-Innovation-Ecosystem_Presentation.ppt 2
DT’s 11 open innovation instruments are managed
through 2 major facilitators.
Idea generation
Research
Development
Intensity (Budget, time, resources)
Low Medium High
Commercialization
Foresight
workshops
Endowed chairs
Customer
integration
Internet platforms
Test market
Corporate venture
capitalist
Strategic alliances
Spin-outs
Joined
development
Managed by T-Labs Managed by EICT
Consortia projects
Executive forums
Managed by T-Venture Managed by other units of DT
Rohrbeck,R., Hölzle K. and H.G. Gemünden(2009):Opening up for competitiveadvantage- How Deutsche Telekom creates an open innovation ecosystem, R&D Management,Vol.39, S. 420-430.

4. Rohrbeck_(2008)_Creating-an-Open-Innovation-Ecosystem_Presentation.ppt 3
Strategic alliances
Corporate venture
capitalist
Endowed chairs
Foresight
workshops
DT’s 11 open innovation instruments are managed
through 2 major facilitators.
Idea generation
Research
Development
Intensity (Budget, time, resources)
Low Medium High
Commercialization
Customer
integration
Internet platforms
Test marketSpin-outs
Joined
development
Managed by T-Labs Managed by EICT
Consortia projects
Managed by T-Venture Managed by other units of DT
Executive forums Defining future innovation
areas for the industry

5. Rohrbeck_(2008)_Creating-an-Open-Innovation-Ecosystem_Presentation.ppt 4
Executive forums
Strategic alliances
Corporate venture
capitalist
Endowed chairs
Foresight
workshops
DT’s 11 open innovation instruments are managed
through 2 major facilitators.
Idea generation
Research
Development
Intensity (Budget, time, resources)
Low Medium High
Commercialization
Customer
integration
Internet platforms
Test market
Joined
development
Managed by T-Labs Managed by EICT
Consortia projects
Managed by T-Venture Managed by other units of DT
Spin-outs
Alternative path to
commercialize
R&D results

6. Rohrbeck_(2008)_Creating-an-Open-Innovation-Ecosystem_Presentation.ppt 5
Spin-outs
Executive forums
Endowed chairs
Foresight
workshops
DT’s 11 open innovation instruments are managed
through 2 major facilitators.
Idea generation
Research
Development
Intensity (Budget, time, resources)
Low Medium High
Commercialization
Customer
integration
Test market
Joined
development
Managed by T-Labs Managed by EICT Managed by T-Venture Managed by other units of DT
Internet platforms
Intergrating the developer
community in R&D
Strategic alliances
Corporate venture
capitalist
Consortia projects
http://developer.telekom.de

7. Rohrbeck_(2008)_Creating-an-Open-Innovation-Ecosystem_Presentation.ppt 6
Strategic alliances
Test market
Foresight
workshops
DT’s 11 open innovation instruments are managed
through 2 major facilitators.
Idea generation
Research
Development
Intensity (Budget, time, resources)
Low Medium High
Commercialization
Endowed chairs
Customer
integration
Internet platforms
Corporate venture
capitalist
Spin-outs
Managed by T-Labs Managed by EICT
Consortia projects
Executive forums
Managed by T-Venture Managed by other units of DT
Joined
development
Developing together with key
customers

8. Rohrbeck_(2008)_Creating-an-Open-Innovation-Ecosystem_Presentation.ppt 7
Internet platforms
Strategic alliances
Consortia projects
Spin-outs
Executive forums
Endowed chairs
Foresight
workshops
DT’s 11 open innovation instruments are managed
through 2 major facilitators.
Idea generation
Research
Development
Intensity (Budget, time, resources)
Low Medium High
Commercialization
Customer
integration
Test market
Joined
development
Managed by T-Labs Managed by EICT Managed by T-Venture Managed by other units of DT
Corporate venture
capitalist
Corporate Venture Capital
integrates Start-ups into our
innovation ecosystem

9. Rohrbeck_(2008)_Creating-an-Open-Innovation-Ecosystem_Presentation.ppt 8
Foresight
workshops
DT’s 11 open innovation instruments are managed
through 2 major facilitators.
Idea generation
Research
Development
Intensity (Budget, time, resources)
Low Medium High
Commercialization
Endowed chairs
Customer
integration
Internet platforms
Corporate venture
capitalist
Strategic alliances
Spin-outs
Joined
development
Managed by T-Labs Managed by EICT
Consortia projects
Executive forums
Managed by T-Venture Managed by other units of DT
Test market

10. Conclusion.

11. Rohrbeck_(2008)_Creating-an-Open-Innovation-Ecosystem_Presentation.ppt 10
We believe that.
Open Innovation will increase and use new tools
 It will need to be tailored and controlled
 We will see more Open Innovation facilitators such as
 Joint-Technology Initiatives (JTI) on the European level
 University-Industry Research Center (UIRC) such as T-Labs
 Public Private Partnerships (PPP) such as EICT

12. Rohrbeck_(2008)_Creating-an-Open-Innovation-Ecosystem_Presentation.ppt 11
Thank you for your interest.
www.telekom.de/laboratories
T-Labs
RenéRohrbeck
European Center for Information and
CommunicationTechnologies (EICT)
Ernst-Reuter-Platz 7, 10587 Berlin
+49 30 367023522
rene.rohrbeck@eict.de
Personal contact
http://futureorientation.net

13. Rohrbeck_(2008)_Creating-an-Open-Innovation-Ecosystem_Presentation.ppt 12
Selected references.
Chesbrough, H.W. (2003) The era of open innovation. Mit Sloan Management Review, 44, 35–41.
Dodgson, M., Gann, D. and Salter, A. (2006) The role of technology in the shift towards open innovation: the
case of Procter & Gamble. R&D Management, 36, 333–346.
Gassmann, O. and Enkel, E. (2006) Open innovation: die Öffnung des Innovationsprozesses erhöht das
Innovationspotenzial. Zeitschrift Führung und Organisation, 2006, 132–138.
Lichtenthaler, U. (2008) Open innovation in practice: an analysis of strategic approaches to technology
transactions. IEEE Transactions on Engineering Management, 55, 148–157.
Rohrbeck, R., Hölzle K. and H.G. Gemünden (2009): Opening up for competitive advantage - How Deutsche
Telekom creates an open innovation ecosystem, R&D Management, Vol.39, S. 420-430.
Schläffer, C. and Arnold, H.M. (2007) Media and network innovation – technological paths, customer needs
and business logic. Elektrotechnik & Informationstechnik, 124, 317–322.
Vanhaverbeke, W. and Peeters, N. (2005) Embracing innovation as strategy: corporate venturing, competence
building and corporate strategy making. Creativity and Innovation Management, 14, 246–257.