Network Innovator Checkup

Type of record:
  • Strategy method
  • Micro method
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Ideal innovation phases for this method:
  1. Innovation Phase
  2. 1
  3. 2
  4. 3
  5. 4
  6. 5
  7. 6
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The Network Innovator Checkup is a tool and part of the Ten Types Of Innovation macro method (also described here). The second of the Ten Types Of Innovation describes innovative cooperation between companies. The network provides and uses each other's resources and sales channels.


In today's networked world, no company can and must be able to do everything on its own. Network innovators create ways in which a company can share processes, technologies, offers and sales channels with others.

In this way, an organisation can capitalise its own resources and at the same time use external assets for its own purposes. Network innovation can also help executives mitigate the risks associated with new offerings. The collaborations can be temporary or long-term and can even function between iron rivals.

The Network Innovator also includes open innovation and cross innovation approaches. They have helped companies to include individual chosen ones or even the whole world in the solution of a challenge.

Other examples are the creation of secondary markets (where alternative consumers are found) and franchise systems in which foreign companies can use their own brand names, resources and content for a licence fee.

Successful networks in practice:
- Glaxosmithkline: GSK maintains several co-innovation relationships. In 2011, the company joined WIPO Re-Search, a collaboration of private and public organizations developing drugs for tropical diseases.
- UPS and Toshiba: The two companies have a contract under which Toshiba customers will be able to return their defective laptops in the U.S. to UPS logistics bases for repair.
  • Effective for disruptive innovations
  • Effective for highly complex challenges
  • Effective for marketing innovations
  • Effective for medium complex challenges
  • Effective for new business models
  • Effective for radical innovations
  • Effective for service innovations
  • P2 Analysis (problems - challenges - environment - people - products)
  • P3 Observe (people - environment - product use)
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