Space and Open Innovation: Potential, Limitations and Conditions of Success

Paper number

IAC-14,E6,1,11,x22711

Author

Mr. Magni Johannsson, DLR (German Aerospace Center), Germany

Coauthor

Mr. Benjamin Kraetzig, Space Generation Advisory Council (SGAC), Canada

Coauthor

Mr. Hugo Wagner, International Space University (ISU), France

Coauthor

Mr. Ian Stotesbury, International Space University (ISU), United Kingdom

Coauthor

Mr. Jaroslaw Jaworski, Students Space Association, Poland

Coauthor

Mr. Jens Raymaekers, International Space University (ISU), Belgium

Coauthor

Mr. Julien Tallineau, QinetiQ Space nv, Belgium

Coauthor

Dr. Michael Gallagher, Astronauts for Hire, Canada

Coauthor

Mr. Philippe Cyr, International Space University (ISU), Canada

Coauthor

Dr. Tanay Sharma, Space Generation Advisory Council (SGAC), United Kingdom

Coauthor

Mr. William Ricard, HEC Montreal, Canada

Coauthor

Mr. Zac Trolley, International Space University (ISU), Canada

Coauthor

Mr. Zhao Zhigang, China Academy of Space Technology (CAST), China

Coauthor

Mr. Rory Ewing, International Space University (ISU), Canada

Coauthor

Ms. Hilda Palencia, NASA Ames Research Center, United States

Coauthor

Mr. Sebastian Davis Marcu@designdata.de, International Spacde University, Germany

Coauthor

Ms. Anne Wen, International Space University (ISU), Canada

Coauthor

Mr. Matthew Shouppe, International Space University (ISU), United States

Coauthor

Ms. Silje Bareksten, Norwegian Space Centre, Norway

Coauthor

Mr. William van Meerbeeck, ISU, France

Coauthor

Mrs. Suma M.N., Indian Space Research Organization (ISRO), India

Coauthor

Mr. Matthew Claude, International Space University (ISU), Canada

Coauthor

Mr. Mitchell Brogan, ISU, Canada

Coauthor

Ms. Karima Laïb, ISU, Canada

Coauthor

Mr. Louis-Etienne Dubois, International Spacde University, Canada

Coauthor

Mr. Mark Lander, ISU, Spain

Coauthor

Ms. Natalia Larrea Brito, ISU, Canada

Coauthor

Mr. Dan Cohen, International Space University (ISU), Israel

Coauthor

Ms. Tiantian Li, International Space University (ISU), China

Year

2014

Abstract

The classical model of innovation behind closed doors is slowly but surely being challenged by the open innovation model that is reshaping the way organizations bring new products and services into the market.

This paper reports on the results of an International Space University Team Project focused on the potential, limitations and conditions of success of open innovation in the space sector. The project used ISU’s international, interdisciplinary, intercultural (3Is) approach in order to determine the fit of the open innovation model to the challenges and opportunities in the space sector.

Open innovation can be defined as "innovating with partners by sharing risk and sharing reward". Conventional approaches to technology development for space, such as spin-offs or spin-ins are no longer sufficient to fully describe the interactions between organizations in today's R\&D landscape. From the Android operating system to 3D printing designs, from crowdsourcing to Wikipedia, a wide range of platforms enable contributors from around the world to work together and develop innovative solutions to very challenging scientific, technical and socio-economic problems.

Traditionally, conducting space technology development and launching space missions required massive infrastructure investments, long lead times and large teams of experts. However, internal R\&D, dedicated marketing departments and closely guarded intellectual property are no longer the only way to achieve success. Companies such as Space X, Scaled Composites, zero2infinity, NanoSatisfi, Copenhagen Suborbitals, Planet Labs and others work in a fundamentally different way compared to space agencies. Smaller, nimbler teams, significant use of commercial off the shelf technologies, crowdfunding, a more aggressive approach to managing risk and a great motivation to leverage intellectual property are just some of their defining characteristics.

In the traditional, closed innovation model, organizations generate, develop and commercialize their own ideas. In contrast, in the open innovation model, organizations aim to commercialize external as well as internal ideas by exploring multiple paths to the market. These paths include launching start-up companies, licensing intellectual property, forming joint ventures and many other mechanisms.

By using a case study methodology supported by a critical literature review, the project team highlighted the potential of open innovation in space by identifying its most promising applications as well as its limitations. The advantages and disadvantages of open innovation in space mission design, development and operations were compared to the current closed innovation practices.

Abstract document

IAC-14,E6,1,11,x22711.brief.pdf

Manuscript document

IAC-14,E6,1,11,x22711.pdf (🔒 authorized access only).

To get the manuscript, please contact IAF Secretariat.