This week, China-based InnoLab and the Institute for Lean Innovation, based in Michigan, USA celebrate two months of strategic cooperation to bring a superior process of innovation to Chinese enterprises. The two rapidly built an alliance that within two months won them the business of China's major R&D operations
Mackinac Island, MI (PRWEB) July 2, 2007 -- This week, China-based InnoLab and the Institute for Lean Innovation, based in Michigan, USA celebrate two months of strategic cooperation to bring a superior process of innovation to Chinese enterprises. The two rapidly built an alliance that within two months won them the business of China's major R&D operations, including those operated by Dow Chemical, Siemens, Phillips Electronics, Kohler, and several others. It is an impressive feat considering the limited resources involved and the massive obstacles they already have progressed beyond.
Common Need
Global expansion looms as a daunting task for any organization, let alone two small companies with severe limitations in staff numbers, extreme cultural differences, and nonexistent budgets to expand. Through unconventional thinking, however, the companies forged an alliance that allowed them to quickly realize their common incentives and definitions of success.
"We saw the need to enable Chinese product developers to efficiently create innovations here in China," said Thomas Tang, InnoLab's Executive Director. "The Institute has a powerful process for innovation in the U.S., and we saw the value in applying their technique here in Shanghai." Institute President Bart Huthwaite agreed: "China is the 800-pound gorilla in terms of R&D growth - we had to find a way in to serve the market."
Making it Happen
The construction of a global alliance on a foundation of little common experience, basis for cooperation, or mutual trust seemed a nearly impossible task. However, the two organizations understood the powerful trend to transform "Made in China" to "Made by China" and the associated need for Chinese companies to strategically innovate. They accomplished this initially by inviting a very select group of R&D directors to a Shanghai innovation workshop featuring Huthwaite and an array of prestigious innovation speakers. The Institute took a big step to continue the relationship by stationing its Associate Director Jeff Schell directly within the China InnoLab office for a long-term stay as the Global Strategic Alliance Director. Jeff so far has facilitated innovation training for local R&D departments and further strengthened the bond between these two ambitious enterprises.
Local companies have responded enthusiastically. Workshop participant and Dow Chemical R&D Center Project Manager Simon Lee spoke highly of the innovation process taught at the partners' workshop: "this systematic innovation methodology can help us not only to draw the designs, but also to look at things from a different perspective." The next steps for the alliance include providing on-site innovation training and internet-based certification programs for a number of China operations in both English and Chinese.
Institute for Lean Innovation
www.innovationcube.com (USA)
www.innovationcube.com.cn (PRC)
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