Two Decades of Change in Open Innovation — And the Constants That Still Drive Growth
By Vicki O’Brien, Director, Strategic Allies Ltd (SAL)
When Sophie asked John and I to look back on the last 20 years and share what has changed, it was a chance for reflection and celebration. But what I found was that for every change I could identify, an element has remained constant.
The words evolve, but the mission stays the same
Open innovation (OI) is a good umbrella term, but the services beneath have varied from technology transfer to partner searching, problem solving and ideation, market insights and due diligence; all utilising the same landscaping, technology scouting and workshop services. The need for companies to innovate, identify opportunities, and partner with others to ultimately drive their growth has remained constant. Hence, our tag line, Growth through Innovation Partnering.
The tools change, but experience deepens
Our methodology (the combination of desk-based research – which now includes carefully selected AI tools – our established network and insights from personal conversations) has stayed true to its roots, even as our experience and the way we deliver these projects have evolved. Decades of OI consulting, industry knowledge and the sheer variety and volume of client assignments across a relatively small team have ensured the knowledge and experience we bring to every client is not only impressive but incredibly valuable. This is borne out by clients’ repeated trust in us to deliver the opportunities and insights they crave.
Clients increasingly value our ability to turn complex technical and commercial data (qualitative and quantitative) into clear, actionable insights and recommendations. This stems from deeper interaction with the client, accumulated expertise and a refined process. While we’ve always delivered opportunities, clients now tell us they appreciate the journey as much as the outcome — the iterative, shared exploration that reveals new perspectives.
Our ability to get to the heart of the problem and use our experience to enable our clients to make strategic decisions with confidence is something both John and I are incredibly proud of.
Technology helps, but people make the difference: collaboration remains our superpower
I have already touched on the need to work WITH our clients, not just FOR them, and their involvement is key. Tools for landscaping and scouting (used by SAL and its clients) have changed dramatically, but the need for people — to connect, build relationships and champion opportunities — has never diminished. Our original mantra “People do Deals” remains true, and in our 20+ years, we’ve seen that success comes when organisations are aligned and teams work together.
Collaboration is more important than ever. Whether across departments, academic disciplines, or throughout the supply chain, shared effort consistently ensures 1+1=3. Clients who collaborate broadly accelerate their learning, access more opportunities and strengthen their ability to tackle complex challenges.
SAL’s skills have proved valuable across SMEs, startups and global corporates alike. Today, it’s not just the SMEs who are seeking better placed partners to commercialise their IP, but the corporate giants looking to leverage the value of the IP they have already invested in — and our role remains the same: connecting the right organisations with the foresight to look beyond their own walls.
Still searching, but with higher expectations
Looking back at our work and the clients behind it, many themes remain constant (clients continue to seek expertise, partners and innovation), but expectations have shifted from the need for ownership to the need for speed. Instead of bringing everything in-house, companies now work with partners to leverage their expertise and outsource various functions, such as formulation and manufacturing, to test ideas faster and broaden their routes to market, while still maintaining core R&D capabilities.
Clients have always turned to us to solve technical challenges and enhance product performance, but the bar has risen. Consumers have greater expectations for performance, functionality, convenience and value, not to mention the blend of physical and digital experiences: the ability to get that salon-ready finish yourself at home, prepare restaurant-style meals in half the time or learn more about yourself through the plethora of sensor-packed devices that are an everyday part of our lives. Above all, sustainability pressures now dominate: companies must strive to deliver high-performance solutions that use safer, recycled or circular materials, while limited by consumer wallets and willingness to change.
From face-to-face meetings to digital platforms
Of all the changes the team has seen, data and communication have transformed the most. It seems impossible to believe that early in my OI career (before SAL!) almost everything was physical — business cards, letters, calls, library research and face-to-face meetings — with factory visits still my favourite way to truly understand a client’s world and the processes behind their products. Today, most interactions are far more digital in nature, accelerated by COVID, and regular virtual check-ins are now the norm, though we still take every opportunity to meet in person when we can.
This shift mirrors the explosion of online data. But navigating this vast landscape — and filtering real insight from unreliable information or AI hallucinations — demands expertise, even when using the plethora of AI tools available. Our enduring value lies in applying human judgment to ensure relevance and accuracy for the client’s unique requirements. At the same time, IoT and sensor development and analysis have enabled real-time understanding of physical events and behaviours, offering a powerful new source of insight when used wisely. Data is a treasure chest if we just know how to make use of it.
Timing is still key
During our 20 years at SAL, we have seen innovations with real disruptive potential arrive before the market was ready — whether because consumers didn’t yet see the need, companies hesitated to invest, or regulation hadn’t caught up.
At the same time, client time frames have dramatically accelerated. Quick insights are now essential, yet the journey still matters; the understanding gained through the process is as important as the outcome and ensures clients feel empowered to make those essential strategic decisions. This has pushed us to refine our methodology so we can rapidly grasp a client’s context — their history, needs, and future plans — and deliver true insights in whatever timeframes available!
What remains constant: our curiosity, our relationships, and the value we deliver
No day is ever the same, and I delight in knowing I will always learn something new about a familiar subject, make an unexpected connection and discover innovations just waiting for the right partner or opportunity to unlock their potential. This work continues to teach me to be open-minded and make introductions between our contacts, as they often prove to be the spark that drives future value.
Above all, I want to recognise our team, past and present, whose diligence, curiosity, and commitment have shaped the Strategic Allies journey. Their work underpins every insight we deliver and every opportunity we uncover.
As we look ahead to the next 20 years, I’m genuinely excited about what’s possible — for us, for our clients, and for the ecosystems we help create. If you’d like to explore how our team can support your strategic growth and help you identify the right partners and opportunities, we’d be delighted to speak with you.