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My presentation of open innovation and crowdsourcing for businesses, made to BlueScope Steel research dept, Port Kembla, New South Wales, Australia, June 26th 2012. Local contact @Yowie9644. v8.

My presentation of open innovation and crowdsourcing for businesses, made to BlueScope Steel research dept, Port Kembla, New South Wales, Australia, June 26th 2012. Local contact @Yowie9644. v8.



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    Wikinnovation Wikinnovation Presentation Transcript

    • Wikinnovation - a problem shared is a problem solved Dan Engström Adjunct professor
    • Invent the wheel why don’t you What do you do when you have a difficult problem? Keep trying to solve it on your own? Or do you ask someone who might know? You ask. The question is who. What do you do when you’re stuck for ideas? Keep trying to come up with something by yourself? Or do you look around? You look. The question is how.
    • The BlueScope Steel Bond “Our customers are our partners. Our success depends on our customers and suppliers choosing us. Our strength lies in working closely with them to create value and trust, together with superior products, service and ideas. …” http://www.bluescopesteel.com/about-bluescope-steel/our-vision-and-values
    • The old attitude to knowledge and innovation We acquire knowledge, we acquire the capability to generate more knowledge, and we make money letting clients access this knowledge capacity to realize their projects. If we’re lacking in a certain knowledge domain, we either hire in or subcontract. We follow the state of the art very closely.
    • The old monolithic multinational that creates value in a closed hierarchical fashion is dead The old attitude to knowledge and innovation
    • The new mores We are the conduit for knowledge. We are the platform on which knowledge is generated. Ideas are commodities, the gift of creating a high velocity idea stream is not. There are no more competitors: we’re selling ovens, not cookies. We don’t lack in any knowledge domain. What anyone in our knowledge community knows, we immediately know. We are a wisdom superconductor. Our thoughts today are tomorrow’s state of the art. This is so because we steward the knowledge community; we are the source.
    • • The structured, systematic interaction of people from different types of companies that turns unlikely projects into viable business. • Put together smart teams in different sectors, willing to mix. • Examples of brokers:  Jump Associates, San Mateo, CA, USA  Infonomia, Barcelona, Spain  Kreo, Stockholm, Sweden Open innovation
    • • Emeco 111 Navy Chair – Coke gets rid of plastic bottles, Emeco gets a new line of products. Co-business
    • • Illy Issimo – Coffee product with Coke marketing and pitch. Co-business
    • • ZOE – Spa Concept Car by Renault and L'Oreal. New markets for both. Co-business
    • • 680 – Water sports headphones by Adidas and Sennheiser. Co-business
    • • JUKARI Fit to Fly – Traning tool for women by Reebok and Cirque Du Soleil. Co-business
    • Wikinnovation - Edit this slide! Presentation prepared by: Everyone Because unstructured is even more exciting.
    • Collaborative Creation A Blue Ocean Strategy: Do not outperform competition – create new, uncontested market space
    • Collaboration is the new genius There are more experts outside of our company than inside. The Goldcorp Challenge
    • Open up. Give information. Ask for feedback. Help others. Watch your ideas improve. Use the long tail. It’s why Linux beats the crap out of Windows. In order to get information in ... … you have to let information out. you not you A modern attitude to knowledge and innovation http://www.ted.com/talks/clay_shirky_on_institutions_versus _collaboration.html
    • Key Wikabulary • Wiki: - a web site that relies on user editing and input • Wikinomics – the new paradigm in creating value and doing business • Wikineering – mass collaboration in solving complex problems • Wikinnovation – mass collaboration introducing new knowledge • Web 2.0 – the WWW trend that aims to enhance creativity, secure information sharing, collaboration and functionality of the web. Web 1.0 was meant to be read. Web 2.0 is meant to be written by interacting prosumers. • Prosumer – Producer and consumer in one • Crowdsourcing – taking a task traditionally performed by an employee or contractor, and outsourcing it to an undefined group of people, in the form of an open call.
    • The four cornerstones of Wikinomics • Openness – transparency builds trust. Put your intellectual property on the web and ask people to tell you what you can do better. • Peering – young people expect to be included in creating value, and considers hacking is a birthright. • Sharing – it takes a new kind of leader to have confidence to give up control. • Acting Globally – value-chains become value networks.
    • Examples of Wikinomics • Lifan (lifan.com/en) – Employing 9.000 people, Lifan is a Chinese manufacturer of motorcycles, without a value-chain, only a value network, based on modularisation. • Boeing 787 (www.boeing.com) – A network of suppliers design, make and assemble the Boeing 787 under the Boeing brand. • Lego Design By Me (designbyme.lego.com) – Lego users design models. Lego sells blocks and building instructions, with prices given for each model, and with a tool for you to customize the box the model comes in. • Lego Mindstorms (mindstorms.lego.com) – Hack a Lego robot and put the code on the Lego site for other users to enjoy and improve. • Procter & Gamble (www.pg.com) – aims for half of their ideas to originate outside.
    • • Amazon (amazon.com) – Amazon has created its own rich "architecture of participation“ – users can add services to the Amazon site. Wal-Mart, Lidl and Tesco should be very, very afraid indeed. • Dell Ideastorm (www.dell.com) – Crowdsourcing that allows customers and employees to share ideas and collaborate with one another. Customers tell Dell what new products or services they’d like to see Dell develop. • IBM Innovation Jam (www.collaborationjam.com) – Since 2001, IBM has used jams to involve its more than 300,000 employees around the world in far-reaching exploration and problem- solving. • IBM Linux Technology Center (http://www-03.ibm.com/linux/ltc) – IBM supports Linux and gets a good operating system for their computers for a fraction of in-house development costs • Xerox (xerox.com) – The Xerox technology development strategy was peer-developed through a wiki site. Examples of Wikinomics
    • Sharing Knowledge • BBC Creative Archive (creativearchive.bbc.co.uk) – feel free to mix, sample, and disseminate BBC intellectual property. • Flip the Classroom – Interactive online courses offered by MIT (Edx, MITx, ocw.mit.edu), Harvard (Harvardx, Edx), Stanford, Princeton, Michigan, Penn etc. Companies like Coursera, Udacity and Knewton. Khan Academy for secondary education. • Moodle.com – Virtual Learning Environment. A free web application that educators can use to create effective online learning sites. • TED (ted.com) – a nonprofit devoted to Ideas Worth Spreading. Visit ted.com for amazing presentations under 20 mins. • California Open Source Textbook (www.opensourcetext.org) – help write your kid’s school text books. Help provide more books cheaper and with wider scope. • Creative Commons (creativecommons.org) – a nonprofit organization that enables the sharing and use of creativity and knowledge through free legal tools. Awesome.
    • A few wikitools • Youtube (youtube.com) – Post a film clip, get comments, become the next US President. • Slashdot (slashdot.org) – Source for technology related news with a heavy slant towards Linux and Open Source issues • Jelly (workatjelly.com) – a casual working event. Work from someone else’s office, home or café and hang out. Bounce ideas. Collaborate. Available in over 100 cities. • Reddit (reddit.com, with the code at https://github.com/reddit/reddit/wiki) – a social news website on which users can post links to content on the web. Users vote links up or down. What’s hot, what’s not? • Wikipedia (wikipedia.org) - THE free encyclopedia anyone can edit. Anyone.
    • MonmouthpediA
    • • Square (squareup.com) – Accept credit card transactions on your smartphone. • Justgive (justgive.org) – Makes online charitable giving easier than ever. • Kickstarter (kickstarter.com) – Funding platform for creative projects. Pitch your idea, ask for support. • Zilok (zilok.com) – People have stuff lying around. Why not rent some. Anything. • Taskrabbit (taskrabbit.com) – Outsource the humdrum. Get help to clean your home, deliver groceries, run errands, build that stupid IKEA furniture. Business from social networks
    • Possible collaborative creation areas • Research, development and Innovation – This is what we are working on. Do you want to join us? • Industrial processes – Let’s bring the sector forward together. • Open tenders – Who wants to work on this for a fee? Or to win a prize? • Social networking – Provide a social forum for unstructured project discussions and networking
    • How do we make business out of this? • The Business – Based on our brand, our people and our skills in utilizing our knowledge, we will be asked to sell advice to clients. We will be the leading company in packaging the different parts to a whole. • The Brand – We would be cutting edge within Knowledge Management and perceived as a modern company with our ears to the ground. We will generate momentum around our name and knowledge, create loyalty and interest. Our networks will increase. We will be able to claim a leading role in bringing the industry forward. • The People – We would provide a stimulating, challenging working environment which would support us recruiting and retaining some of the more interesting minds around. They will help us develop further.
    • Failure factors • expect a lot soon • invest a lot upfront • attempt to exert top-down structure • attempt to own the information • attempt to integrate systems • use the wrong tools for each purpose
    • What can go wrong – how will we handle it: Low input – user uptake efforts / reconsider / abandon ship Input from your company reaching competitors, no input reaching you from them or from clients – reconsider / abandon ship Lots of money and prestige goes into this effort which fails anyway – start small, supported by an openness policy decision It’s. No. Big. Deal. Worst-case scenario
    • Success factors • To some extent, expect failure - most initiatives never get off the ground. Those that do are wildly successful. • Start small, and let people migrate to what’s going on. • Expect resistance – because collaboration is based on trust, but business is based on competition. • Trick managers into experiencing community collaboration hands-on. • Spread the word. Get colleagues in other BUs/countries in early; wikinnovation needs to crosscut as deeply and widely as possible from the get-go. • Give the colleagues a tool, suitable for non-core yet daily involvement, in some way integral to business work-flow.
    • Success factors • Balance intellectual property between protected and in the public domain – Make it our business edge to bring knowledge in from our public knowledge and develop it to fit our individual client’s needs. • Adapt to the community – Allow employees to network, informally, unsupervised. Eg. IBM Linux developers required to communicate with the community with the community’s tools, in their time. • “The ability to integrate the talents of dispersed individuals is becoming the defining competency for managers and firms” Tapscott and Williams, Wikinomics, p 18. • Take the wiki leap of faith – Give up control.
    • Collaborative Creation For the People, by the people
    • Tools and Rules The only rules you need: • Write something you know about. • Make it interesting. • Don’t do anything stupid.
    • Q: What brought this presentation from Göteborg, Sweden all the way to Wollongong, Australia? A: The power of twitter.com/DrDanEng Collaborative Creation
    • Thank you for your attention! http://www.slideshare.net/DrDanEng/wikinnovation