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Ideamanagement 2.0

Ideamanagement 2.0






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    Ideamanagement 2.0 Ideamanagement 2.0 Presentation Transcript

    • IDEA MANAGEMENT 2.0 Dr. Michael Durst | Stephan Wegerer
    • BASICS: IDEA MANAGEMENT  Integrate employees in the process Most significant sources of innovative ideas of innovation  The practice of systematically creating, collecting and selecting ideas out of various sources that lead to business benefits  The objective of idea management is to motivate employees to participate in innovation initiatives, and generate valuable output IBM Global CEO Study 2006 © ITONICS GmbH 2009 2
    • HISTORY OF IDEA MANAGEMENT Generation 1 Generation 2 Generation 3 Generation 4 1900 – 1995 1995 - 2001 2001 - today 2005 - today Scope Cost savings Cost savings Revenue growth/ new  Cost savings product development  Process improvements  Revenue growth Process Occasional review by Occasional review by  Idea campaigns  Brainstorming committee committee (events, challenge,  Collaborative idea drive etc.) generation  Automated reviews  Intuitive user  Reward systems interface, no huge  Immediate feedback forms via e-mail Technology  Suggestion boxes in  Electronic  Integrated  Community/ departments suggestion box via suggestion software, collaboration e-mail or online e. g. built in into SAP platforms, web 2.0 form environment technology Problems  Apathy due to no  Mainly complaints  Complex process  „Creative chaos“ feedback  Slow review and  Difficult to use  Review and  Mainly complaints feedback  Extensive review moderation  Inconsequential processes necessary © ITONICS GmbH 2009 3
    • COLLABORATIVE IDEA MANAGEMENT IBM Global CEO Study 2006 IBM Global CEO Study 2006 © ITONICS GmbH 2009 4
    • BRING THE OPEN INNOVATION APPROACH INTO THE COMPANY Inhouse and collaborative Open Innovation Senior management Radical innovation from R&D employees and partners through function  Leadership  Motivation  Social software  Open innovation communities Social software to enforce employees using an Open Innovation approach in idea management Source: http://www.open-i.org/projekt.html © ITONICS GmbH 2009 6
    • TECHNOLOGIES OF CHOICE Gartner Hype Cycle 2008 © ITONICS GmbH 2009 7
    • FORRESTER ON ENTERPRISE COLLABORATION Is implementing an enterprise collaboration strategy likely to be one of your IT organization’s major software technology initiatives for the next 12 months? 50% of orgs say implementing enterprise collaboration strategies will be priority. © ITONICS GmbH 2009 8
    • PROCESS & WORKFLOWS Explore, comment Create & rate idea Monthly idea screening idea Innovation team Daily moderation idea Quarterly decision Innovation board Rewarding & further making investigation © ITONICS GmbH 2009 10
    • INITIAL SITUATION IN YOUR COMPANY?  No global process to handle ideas coming from employees  No technical platform to hand in and process ideas  Many local initiatives to harness the innovative potential of employees  Measurement and benefits of local idea initiatives unclear  Diverse uncoordinated technical platforms for discussions and feedback to senior management  No employee collaboration option to discuss ideas  No functionality to harness collective intelligence  Collaborative idea enhancement not possible  Employees are willing to hand in and discuss on ideas but no one is listening © ITONICS GmbH 2009 11
    • THE ITONICS APPROACH  Start a project to figure out options on a global corporate idea management. Involve corporate communications, marketing, R&D. Then present your concept to data protection, IT and HR.  Gain commitment of senior management, regions and key business units.  Identify evangelists to get the platform started.  Put the idea management 2.0 in your intranet. Put in on the landing page. You could use the space where the cantine plan is at the moment, your colleagues will start discussing ideas on how to bring the cantine plan back on the landing page.  Start small: focus on an event (25 years of something) and collect and discuss ideas on how to celebrate.  They will like it. Lot‘s of good ideas will be discussed. Be prepared to handle them! © ITONICS GmbH 2009 12
    • FEATURES OF THE ITONICS IDEA MANAGER  What You See Is What You Get – create an idea as easy as creating an e-mail. Drag pictures in, upload documents, post links. Online.  Ideas are grouped, tagged and categorized – by the creator and by a moderator.  Enhanced moderator workflows guarantee the fast handling and processing of ideas by dedicated experts.  Extended user profiles based on Active Directory.  Integrates easily with your existing Microsoft SharePoint, Exchange and Active Directory environment.  Out of the box analytics.  Social networking included.  Customized and branded look & feel.  Build on enterprise proven social software platform Telligent Community Server. © ITONICS GmbH 2009 13
    • RISKS  It becomes an administration nightmare. The more enthusiastic the organization the bigger the problem. Hundreds of ideas and only a few people to check, review, approve and re-direct ideas.  Volumes of ideas that have nothing to do with the business or its current challenges.  Dependence on specifically skilled people and a review process that is overly controlling.  Little or no follow-through on ideas to the individuals that participated in capturing ideas; resulting in damaging any further idea generation campaigns. Source: http://www.builttothrive.com/?p=234 © ITONICS GmbH 2009 14
    • AVOID RISKS: BUILD IN PREDICTION MARKET | BASICS 1. The Market - markets are generally created around a specific topic or event, and contain the contracts which are traded. Example: The “Who will win the 2008 Presidential Election” Market 2. The Contract – a specific prediction that the trader can buy or sell Examples: Hillary Clinton  Binary contract pays out all (e.g. $1.00) or nothing (e.g. $0.00)  Linear contract pays out based on final value (e. g. $0.26) 3. Trading Platform – The way that someone interacts with the market  Double Auction / Book Order System  Automated Market Maker 4. Traders – the people who come to a market and participate by buying and selling  Marginal traders – knowledgeable traders  Noise traders – traders who are not knowledgeable, or have some motivation for trading other than what they think the true price should be. 5. Liquidity – the number of trades 6. Currency – real money or fake money © ITONICS GmbH 2009 15
    • WHY A PREDICTION MARKET IN IDEA MANAGEMENT? • Wisdom of the crowds – “Under the right conditions groups can be remarkably intelligent and possibly smarter than the smartest person.” James Surowiecki • Markets provide incentives for information discovery and truthful revelation of beliefs • Efficient market hypothesis – all available information incorporated into the price • Not everybody has smart ideas but some people are very smart in judging on ideas © ITONICS GmbH 2009 16
    • AVOID RISKS: COLLABORATIVE FILTERING  „Users who rated high on this idea did also like that other idea“  Recommends ideas based on the opinions of the other users  Typically, compute the similarity of users to find a set of “nearest neighbor”  Combine the scores known from the nearest neighbors to predict the preference of active user  Opinion leaders can be identified over time – essential for an effective innovation process Good ideas can be identified faster © ITONICS GmbH 2009 17
    • NOT ONLY THE CROWD IS INTELLIGENT! Hierarchy VS Swarm © ITONICS GmbH 2009 18
    • TYPOLOGY OF ENTERPRISE 2.0 USERS creating Contributors Distinguished players Egocentrics Experts Individual communication Public communication Networkers Communicators Information seekers Entertainment seekers consuming Source: Koch / Richter (2007): Enterprise 2.0 © ITONICS GmbH 2009 19
    • CRITICAL SUCCESS FACTORS  Ease of use  Focus on the benefits for the individual  Prominent position on the intranet  One global platform for idea management  „Wisdom of Crowds“ vs. „Ignorance of Crowds“  Make use of idea storming events on specific topics  Feedback for every idea – can be short but must appreciate the contributors' efforts  Focus on the “bug fixing” ideas rather than waiting for the next big thing! © ITONICS GmbH 2009 20
    • “Under the right conditions groups can be remarkably intelligent and possibly smarter than the smartest person.” James Surowiecki © ITONICS GmbH 2009 21
    • WHAT‘S NEXT Corporate HR backend Directory Corporate social network Tagging & bookmarking Profile Corporate tagcloud Semantic Business networking Media CV Status messages Microblogging Presence & activity Private networking Expertise IT Idea management commets comments, questions, Posts & Sales Ask the management Ideas, rating Marketing Expert locator Internal blogosphere Social interaction Project management Glossary Posts Live status/ availability Material wiki Document management Software dev. wiki Collaboration Internal wiki © ITONICS GmbH 2009 22
    • ABOUT ITONICS  Founded in 2009  Marketing- and multimedia solutions firm based in Nuremberg, Germany  Conception, realization and implementation of Social Software and Rich Media solutions  Technology competence combined with extensive business know-how  Solid & agile software engineering and project management methodology  High performance solutions going far beyond basic software implementation © ITONICS GmbH 2009 23
    • CONTACT Stephan Wegerer Managing Director ITONICS GmbH +49 151 5263 0000 stephan.wegerer@itonics.de www.itonics.de © ITONICS GmbH 2009 24