1;Table of Contents;5 2;List of abbreviations;6 3;The Importance of Innovation Management at Deutsche Telekom - Technological Uncertainty and Open Innovation;8 4;Deutsche Telekom Laboratories as a Testbed for Modern Technology and Innovation Management;12 4.1;References;17 4.2;Endnotes;18 5;Strategic Foresight;19 5.1;Introduction;20 5.2;Continuous foresight;21 5.2.1;Customer foresight;22 5.2.2;Technology and competitor foresight;24 5.3;Project-based foresight with strategic roadmapping;27 5.3.1;Environmental analysis;27 5.3.2;Scenario development;28 5.3.3;Roadmap development;28 5.3.4;Navigation board development;29 5.4;Conclusion;29 5.5;References;30 5.6;Endnotes;31 6;Integration of Academic Research into Innovation Projects: The Case of Collaboration with a University Research Institute;32 6.1;Introduction;33 6.2;Linking academic research to the firm's R&D chain for innovation projects;33 6.3;The case of a network security innovation project;36 6.3.1;The research challenge;36 6.3.2;Related work and evidence for the use case;36 6.3.3;Theory of the challenge;37 6.3.4;Solution and implementation;37 6.4;Discussion of the use case and the innovation process;39 6.5;Conclusion;40 6.6;References;42 7;Implementing Open Innovation to Benefit from External Dynamics of Innovation;43 7.1;Introduction;44 7.2;Actors of the open innovation ecosystem;45 7.2.1;Development partners and competitors;46 7.2.2;Research institutions;47 7.2.3;Customers and markets;47 7.3;Organizational design and implementation of the open innovation paradigm;48 7.3.1;Structural organization;48 7.3.2;Process organization;50 7.3.3;Cultural aspects of the organization;51 7.4;Conclusion;52 7.5;References;53 8;Partnering for Research and Development within an Open Innovation Framework;55 8.1;Introduction;56 8.2;Cooperation models;57 8.2.1;Industrial collaboration;57 8.2.2;Subcontracting;59 8.3;Pre-competitive collaboration;61 8.3.1;Innovation clusters;61 8.3.2;Regional cluster of Berlin;62 8.3.3;The European Center for Information and Communication Technologies;62 8.4;Conclusion;64 8.5;References;64 9;Business (Lead) Customer Involvement in the Innovation Process;66 9.1;Introduction;67 9.2;Involving corporate partners as an element of open innovation;67 9.3;General requirements for innovation involvement;71 9.4;Business-customer process involvement;74 9.5;Conclusion;76 9.6;References;77 10;Tools for User-Driven Innovation at Deutsche Telekom Laboratories;79 10.1;Introduction;80 10.2;Theoretical foundations;80 10.2.1;Innovation and innovation phases;80 10.2.2;Customer research and the limits of traditional tools;82 10.3;User-driven innovation at Deutsche Telekom Laboratories;84 10.3.1;Use case: interactive mobile TV;84 10.3.2;User-driven innovation for interactive mobile TV;85 10.3.2.1;First Phase: Exploration;86 10.3.2.2;Second Phase: ideation;88 10.3.2.3;Third phase: selection/execution;89 10.3.2.4;Fourth Phase: Commercialization;91 10.4;Conclusion;92 10.5;References;93 11;Options for Customer Integration in the Open Innovation Paradigm at Deutsche Telekom;96 11.1;Introduction;97 11.1.1;Need and prerequisites for open innovation in the telecommunications industry;97 11.2;Open innovation through customer integration at Deutsche Telekom;98 11.2.1;Lead user method;98 11.2.2;Ideas competition;100 11.2.3;Virtual communities;102 11.2.4;Toolkits for innovation;103 11.3;Conclusion;105 11.4;References;105 12;Segmentation and Evaluation Tools to Project Customer Potential;107 12.1;Introduction;108 12.1.1;Heterogeneous consumer needs in a rapidly changing market;108 12.1.2;Indications for future product success in the early phases of innovation;109 12.2;Social milieus as a basis for customer segmentation;110 12.2.1;The origin of social milieus and their implications for market segmentation;110 12.2.2;Quantifying the qualitative: inherent challenges when using milieu theory and market studies in the process of new product development;111 12.2.3;Projecting customer potential by usin