The Report

Open Innovation: the market in Italia exceeds 900 million

According to the Open Innovation Lookout 2026 Observatory, the ecosystem has grown by 160 million in one year. Specialised players are increasing and collaboration models between companies, start-ups and technology partners are strengthening, but critical issues and challenges remain, including Ai

by Rossella Savojardo

(Alamy Stock Photo)

3' min read

Translated by AI
Versione italiana

3' min read

Translated by AI
Versione italiana

If innovating is one of the millennium imperatives, the deep integration oftechnological services within companies' strategies is one of the phenomena that is reshaping the landscape of global competitiveness. In recent years in Italy Open Innovation - the ecosystem of services that accompany companies along the path of innovation through collaboration with start-ups, universities and technology partners, to intercept ideas and projects that are difficult to develop internally - has in fact definitively left the experimental phase to become a structural feature of the growth plans of large corporate groups, and not only.

So from the question of the past - to adopt 'open innovation' models or not? - the current reflection has moved to a more advanced level. That is, on how Oi can be implemented on an ongoing basis, aligning it with the priorities of the enterprise. Rather than a set of sporadic initiatives, Oi must be interpreted today as a system of processes, skills and relationships to be integrated precisely into business processes.

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The market exceeds 900 million in value

Taking a snapshot of how the sector in Italia is moving at the moment is the Open Innovation Lookout 2026 Observatory realised by the Innovation & Strategy research group of the Polimi School of Management together with Lab11, a spin-off of the Scuola Sant'Anna of Pisa, with the involvement of businesses and professionals in the sector, which will be presented on 19 February.

"For companies, understanding the logic behind the functioning of this ecosystem becomes a key element for orientation," explains Federico Frattini, of the School of Management of the Politecnico di Milano and scientific director of the study together with his colleague Josip Kotlar and Alberto Di Minin, of the Scuola Superiore Sant'Anna in Pisa, "it is no longer just a matter of selecting a supplier, but of being able to read and activate effective combinations of players, skills and collaboration models. From a dimensional point of view, it is not surprising that the market for these services is on the rise: 902 million euro in total value to date, with an increase of 160 million in one year.

The map of players and the potential of venture clienting

The panorama of players appears uneven: at the top in terms of turnover are specialised consulting companies, science and technology parks and corporate innovation hubs. The top five categories of players by turnover account for 31% of the sample (consisting of 503 organisations) and concentrate as much as 81% of the entire market. The analysis of the three-year period 2023-2025 shows that Oi consultancy companies have almost doubled in Italia (from 58 to 103), as have startup studios and venture builders (from 37 to 75), confirming their position among the drivers of the system.

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The venture clienting is in fact confirmed as one of the most promising approaches, albeit still held back by some obstacles. The objective is clear: to accelerate access to emerging technologies, experiment with them in business processes, while exploitingthe growth opportunities that emerge from the company's assets and resources. In this model, the company acts as a client of the start-up, buying and testing a solution but without necessarily entering into the capital. However, continuity and final execution remain the main challenge. According to the report's data, only 25 per cent of feasibility tests (Proof of concept) actually turn into a large-scale initiative, bringing the overall conversion - from evaluated start-ups to scaled-up initiatives - to just 1.4 per cent. Obstacles along the way mainly concern strategy and resources.

Ai can leverage ecosystem transformation

But as with any industry today, the disruptive paradigm for Open Innovation is Ai. With intelligent systems, it is no longer just a matter of drawing on external expertise, but of giving birth to a hybrid intelligence where the human factor and the algorithm cooperate to produce value. As well as on an organisational level, Ai can improve speed and predictive capacity, facilitate continuity of interactions and make evaluation processes more dynamic. In Italia, the approach is gradual, but future prospects look towards more integrated models, capable of strengthening the partnership between Ai and Open Innovation with a view to competitiveness and resilience. However, value creation will depend on the ability to make algorithms and collective intelligence complement each other by achieving a balance between technological efficiency and relational integrity.

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