An introductory perspective on emerging, transformative technologies in biopharma: promises, challenges and impediments

2020 ◽  
Vol 25 (4) ◽  
Author(s):  
Arthur A Boni
Keyword(s):  
Business Model ◽  
Open Innovation ◽  
Model Transformation ◽  
Digital Health ◽  
Clinical Validation ◽  
Reduce Risk ◽  
Partnership Models ◽  
Start Ups ◽  
Health Markets

This article provides a top-level overview of some key challenges and potential solutions associated with the development and commercialization of innovative and transformative solutions to address identified needs in biopharmaceutical, MedTech and Digital Health markets. As the industry seeks to incorporate more diverse technologies, it is simultaneously transforming thru the formation of open innovation partnership models and collaborations amongst the various parties in the ecosystem, including start-ups and emerging organizations. Accordingly, organizational, or business model transformation is required to reduce risk, while providing for capital-efficient development, clinical validation, and commercialization. We also address the need for an ethical and transparent approach to align the interests of all parties in the healthcare ecosystem and to achieve affordable pricing of the resultant solutions. 

A Note on Corporate Open Innovation: Engagement with Startups

2021 ◽  
Vol 26 (2) ◽  
Author(s):  
Diana Joseph ◽  
Arthur A Boni ◽  
Dennis Abremski
Keyword(s):  
Best Practices ◽  
Business Model ◽  
Open Innovation ◽  
Research Study ◽  
Extensive Survey ◽  
Digital Medicine ◽  
Expert Interview ◽  
Innovation Strategies ◽  
Health Markets

This Note summarizes our findings based on an exploratory and initial global research study of best practices for organizations employing open innovation business model strategies. We utilized an expert interview approach to develop a survey that was taken during the Covid-19 pandemic. It was meant to assess open innovation strategies and tactics, particularly focused on partnering with startups and emerging companies. We worked with a cohort of Corporate Accelerator Forum (CAF) members (as experts), prior to a more extensive survey of corporations concerning their engagement with startups. Our experts included key leadership from Techstars, Bayer CoLaborator, and Illumina Accelerator. We plan a broader, more extensive survey of national and international companies as a follow up.  Our results highlight and provide commentary on current industry practices and trends during the Covid-19 pandemic, and have applicability to the biopharma, MedTech, and digital medicine/health markets.

Innovation 2.0

2011 ◽  
pp. 274-292
Author(s):  
Luis Angel Galindo Sánchez
Keyword(s):  
Business Model ◽  
Open Innovation ◽  
Business Model Innovation ◽  
First Century ◽  
End User ◽  
Sustainable Business ◽  
Service Portfolio ◽  
Model Finding ◽  
Twenty First Century ◽  
Start Ups

This chapter describes a new sustainable business model, Innovation 2.0, led and deployed by the author, with the goal of increasing the innovation level at the telco service portfolio for the end-user, thank to the convergence of Internet and Telco worlds and the ‘fresh’ and ‘effervescent’ proposals created by start-ups. This model, created by Win Win Consultants, a Spanish company leader in marketing and strategy issues, under the premises of fairness for the different players, requires an open-minded view of the businesses and, in fact, is a model for open innovation in telcos, which traditionally tend to address innovation from a prism more reactive than proactive. The model proposed has been deployed in Telefonica with very good results, deploying 12 commercial services, which have generated more than 10 Millions € incomes and 8 Millions of savings in investments. Innovation 2.0 is a sustainable model, finding a balance for all parties in a win-win basis and constitutes an appropriate model for the twenty-first century telcos.

scholarly journals Governance Drivers and Barriers for Business Model Transformation in the Energy Sector

2021 ◽  
pp. 195-243
Author(s):  
Mary Jean Bürer ◽  
Matthieu de Lapparent ◽  
Massimiliano Capezzali ◽  
Mauro Carpita
Keyword(s):  
Business Model ◽  
Model Transformation ◽  
Business Models ◽  
Driving Forces ◽  
New Technology ◽  
Energy Transition ◽  
Technology Deployment ◽  
Energy Transitions ◽  
Start Ups

AbstractSmart second-generation policies for energy transition governance have been less studied and reviewed in the literature. They are also difficult to compare or measure in terms of their effectiveness with regard to the energy transition, not only because each country’s objectives and underlying drivers for an energy transition are different. Technological innovation and new technology deployment are only the tip of the iceberg. Understanding how to redesign energy governance to allow for business model reconfiguration among incumbents and how to stimulate business model innovation by start-ups and new entrants is key for an effective and sustainable energy transition in the long term. However, beyond this, countries must address the underlying driving forces such as consumption patterns and the financial system. Therefore, business model transformation is not the only solution, but it is an important one and it requires well-designed policies. It also requires the involvement of all stakeholders at all levels of the economic fabric of each region and country. At the same time, we continue to measure progress on energy transitions in a superficial and extremely limited way. Policies must now be smarter, not just more ambitious in terms of appearances, and the measurement of energy transition progress must evolve as well. We discuss the full story of an energy transition to the extent possible in a single chapter. For example, we will review business models in different sub-sectors, policies that either block or promote such changes in each sub-sector chosen, and the elements that are necessary for energy transitions to become successful and sustainable without long-term government intervention and financial support. Finally, we also provide insights from an expert workshop held in 2019 and we outline our upcoming work on an Energy Transition Preparedness Index.

scholarly journals Characteristics and Classification of Technology Sector Companies in Digital Health for Diabetes

2021 ◽  
Vol 13 (9) ◽  
pp. 4839
Author(s):  
Satoru Kikuchi ◽  
Kota Kadama ◽  
Shintaro Sengoku
Keyword(s):  
Customer Value ◽  
Business Models ◽  
Digital Health ◽  
Information And Communications Technology ◽  
Smart Devices ◽  
Innovation Ecosystem ◽  
Alliance Networks ◽  
Technology Sector ◽  
Ibm Watson ◽  
Start Ups

In recent years, technological progress in smart devices and artificial intelligence has also led to advancements in digital health. Digital health tools are especially prevalent in diabetes treatment and improving lifestyle. In digital health’s innovation ecosystem, new alliance networks are formed not only by medical device companies and pharmaceutical companies but also by information and communications technology (ICT) companies and start-ups. Therefore, while focusing on digital health for diabetes, this study explored the characteristics of companies with high network centralities. Our analysis of the changes in degree, betweenness, and eigenvector centralities of the sample companies from 2011 to 2020 found drastic changes in the company rankings of those with high network centrality during this period. Accordingly, the following eight companies were identified and investigated as the top-ranking technology sector companies: IBM Watson Health, Glooko, DarioHealth, Welldoc, OneDrop, Fitbit, Voluntis, and Noom. Lastly, we characterized these cases into three business models: (i) intermediary model, (ii) substitute model, and (iii) direct-to-consumer model, and we analyzed their customer value.

scholarly journals Literature review on business prototypes for digital platform

2020 ◽  
Vol 9 (1) ◽  
Author(s):  
Shrutika Mishra ◽  
A. R. Tripathi
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Business Models ◽  
Digital Technologies ◽  
Digital Platform ◽  
New Business ◽  
Start Ups ◽  
The Way

Abstract In today’s world, many digitally enabled start-ups are budding all over the globe because of the fast enhancement in digital technologies. For the establishment of new business, it is necessary to adopt a proper business model which needs to define the way in which the company will provide values and the ways in which the customers can pay for their services. This paper aims to study the various business models being used in today’s marketplace and to provide a better understanding for these business models by having an insight on the attributes.

Strategic management of business model transformation: lessons from Nokia

2011 ◽  
Vol 49 (4) ◽  
pp. 622-647 ◽  
Author(s):  
Jaakko Aspara ◽  
Juha‐Antti Lamberg ◽  
Arjo Laukia ◽  
Henrikki Tikkanen
Keyword(s):  
Strategic Management ◽  
Business Model ◽  
Model Transformation

Is Co-working Increase Survivability? Study on how Collaborating and Networking Facilitates Open Innovation Process for Startups

2020 ◽  
Vol 7 (2) ◽  
pp. 68-75
Author(s):  
Elissa Dwi Lestari
Keyword(s):  
Open Innovation ◽  
Deep Understanding ◽  
Innovation Process ◽  
Future Research ◽  
Innovation Ecosystem ◽  
Quantitative Studies ◽  
Multiple Case ◽  
Start Ups ◽  
Community Manager

Startups, as they are bounded to their liabilities of newness and smallness, need to collaborate extensively with their external partners through the open innovation process. This study aims to depict Co-working space's pivotal role in building up a working innovation ecosystem that facilitates open innovation for startups. To get a more deep understanding of the phenomena, this study used an exploratory study based on three case studies of Co-working spaces operated in the Jakarta region. The study shows that the open innovation process among startups is not naturally existed, but instead, it is purposefully designed by the role of a community manager who acts as the ecosystem catalyst. The community manager becomes the ecosystem enablers that facilitate the networking process by connecting members. As a result, these activities will help the emerging of mutual connection and collaboration processes among members that empower open innovation among startups members. The multiple-case design makes the study conclusions might be difficult to generalize. Future research, including quantitative studies, will help the conclusions examination and the knowledge enrichment of start-ups' open innovation process. This paper will enrich the knowledge concerning how Co-working spaces member seizing opportunities that lead to the open innovation process.

Impact of Covid-19 on women entrepreneurship in India

2021 ◽  
Vol 13 (1) ◽  
pp. 127-135
Author(s):  
Hiren Rana ◽  
◽  
Dr. Ninad Jhala
Keyword(s):  
Supply Chain ◽  
Business Model ◽  
Small Businesses ◽  
Financial Crises ◽  
Global Economy ◽  
Demand And Supply ◽  
The Government ◽  
Government Rules ◽  
Start Ups ◽  
Roll Back

The current pandemic of COVID 19 proliferated from China since December 2019 over the globe. Since then it has a significant effect visible on the global economy and living pattern of life. India is the fifth richest country abruptly affected after China and America. India is known for innovative start-ups and the business model collapsed due to the reduction in demand and supply chain because the sudden outbreak of COVID 19 resulted in complete lockdown. During COVID 19 pandemic, the government has taken new initiatives to reborn the entrepreneurs of India. However, many industries, small businesses, start-ups were rolling behind due to financial crises. There were no options for entrepreneurs to rely on the government rules, regulations to roll back in the market.

scholarly journals Management priorities of digital health service start-ups in California

2018 ◽  
Vol 15 (1) ◽  
pp. 43-62 ◽  
Author(s):  
Matti Muhos ◽  
Martti Saarela ◽  
Delbert Foit ◽  
Lada Rasochova
Keyword(s):  
Health Service ◽  
Digital Health ◽  
Management Priorities ◽  
Start Ups
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