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Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
Leading expert organizations materials handout_day2_open
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Leading expert organizations materials handout_day2_open

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Innovation workshop in Meraka , …

Innovation workshop in Meraka ,
South Africa - DAY 2

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  • 1. Leading Research and Innovation in Expert Organisations Minna Takala - QIS October 2010 Materials Day 2
  • 2. Leading Research and Innovation in Expert Organisations Focused on innovation in governments, research centres, corporations and universities Content Themes • Culture and leadership supporting open innovation • Governance models and service • Examples of companies, institutions and open source communities • Stakeholders and relationship management • Managing innovation from idea to innovation • New ways of working supported by social media • Portfolio management and projects management • Reward and recognition Selected examples from IBM, Google, Lego, P&G, Toyota, Philips & Nokia, research and govermental institutions, universities open source communities and social media
  • 3. AGENDA AT A GLANCE 1st Day 2nd Day 09:00 OPENING 09:00 Opening of the day & review of previous days results 09:15 INTRODUCTION AND KICKOFF • Agenda review • Introduction to facilitators & participants • Expected outcome of the workshop 09:15 FROM IDEA TO INNOVATION ECOSYSTEM VIEW TO INNOVATION 10:30 – Coffee break – 10.45 10:30 – Coffee break – 10.45 CULTURE & LEADERSHIP GOVERNANCE MODELS & SERVICES WORK GROUP SESSION NEW WAYS OF WORKING SUPPORTED BY SOCIAL MEDIA 12:30 – Lunch – 13:30 12:30 – Lunch – 13:30 WHAT OTHERS ARE DOING • Examples from companies • Examples from institutions & universities • Examples from open source communities PORTFOLIO MANAGEMENT & PROJECT MANAGEMENT REWARD & RECOGNITION - HOW TO ENHANCE PASSION FOR INNOVATION 14:45 – Coffee break – 15:00 14:45 – Coffee break – 15:00 WORK GROUP SESSION STAKEHOLDERS & RELATIONSHIP MGMT CLOSING • Summary • Feedback 16:00 16:00
  • 4. Theme 4 From Ideas to Innovations Classic traps Idea & innovation definitions Success or failure Roles
  • 5. Leading Research and Innovation in Expert Organisations Focused on innovation in governments, research centres, corporations and universities Content Themes • Culture and leadership supporting open innovation • Governance models and service • Examples of companies, institutions and open source communities • Stakeholders and relationship management • Managing innovation from idea to innovation • New ways of working supported by social media • Portfolio management and projects management • Reward and recognition Selected examples from IBM, Google, Lego, P&G, Toyota, Philips & Nokia, research and govermental institutions, universities open source communities and social media
  • 6. Innovation: The Classic Traps Description Strategy lessons • Small or incremental innovations can lead to big profits. • Don’t focus just on new product development. Innovations occur also in marketing, production, finance and distribution. • Application of “innovation pyramid” – selected portfolio – top initiatives , most of the funding – ideas and influence can flow up and down the pyramid. Process lessons • Tight controls strangle innovation. The planning, budgeting and reviews applied to exiting businesses will squeezed the life out of an innovation effort. • Reward practices – emergent rewarding practices are required to enhance innovation. Structure lessons • Importance of interpersonal connections between innovation efforts and business • New combinations for innovations – cross channel, cross unit etc. • Creating innovation friendly culture for all employees (not only ivory tower “innovators”) Skills lessons • Technological innovations supported by great relationship and communication skills • Sustainable innovation teams for ideas • Innovation connectors – people who know how to find partners internally and externally – supported by cultures that encourage collaboration by Rosabeth Moss Kanter , HBR, November 2006
  • 7. Trans- formation (Disruptive innovation) Radical Innovation (Breakthrough innovation) Incremental Innovation (Continuous development) Source: Applied from vonStamn 2000 Product Service Process Business Model Levels and Categories for Innovation
  • 8. 10 Types of Innovation: moving beyond products Business model Finance Networking 2. Networking enterprise’s structure/ value chain 1. Business model how the enterprise makes money Channel Delivery Brand Customer experience 10. Customer experience how you create an overall experience for customers 8. Channel how you connect your offerings to your customers 9. Brand how you express your offering’s benefit to customers Core process Process. Enabling process 3. Enabling process assembled capabilities 4. Core process proprietary processes that add value 6. Product system extended system that surrounds an offering Product performance Offering Product system Service 7. Service how you service your customers 5. Product performance basic features, performance and functionality
  • 9. Business Trends – Expanding Scope of Innovation Sources: IBM CEO Study 2006 (a) Nokia Business Outlook 2006 (b) Kanter 2006, HBR (c) Consumers • Raising meaning of enabling consumer creativity • Fragmentation of consumers and markets Operators • Tailored applications and devices for niche success • Innovative services and features with partners • Focus on cost reduction Technology • Value of technology realizes through innovation visible to end users • Fragmenting technologies (nanotechnology & miniaturization, multimedia capabilities …) • Open source software extension to new areas • Technologies enabling value added services • Grass roots level innovation – ideas from anybody Media • Fragmentation of media channels, complex hybrid of alternative channels • Social media interaction and Consumer co-creation Mega trends • China approach – Self Innovation focus on Chinese technologies • Social webs & 3D virtual worlds for communication Enterprise • Social web practices (Skype, wikis, blogs, tags … ) & 3D virtual worlds utilization in corporate environment OPEN INNOVATION SERVICE INNOVATION BUSINESS MODEL INNOVATION PRODUCT INNOVATION PROCESS INNOVATION
  • 10. Systemic View to Innovation Development Process Management • Ideation / exploration phase • Implementation / exploitation phase Leadership • Executive owners • Definition of innovation – what is the meaning of innovation • Vision for the future People • Competence development • Reward and recognition • Tuning Employee surveys Stakeholder and Resources • Co-creation practices • Consumer insight • Enhanced visibility Strategy and Policy • Innovation focus in strategies & goals • Clear governance model for innovation Business Results Operative Review Measurement, Analysis, and Knowledge Management • Measures and reporting system for innovation • Innovation Portal to enhance visibility • Alignment Innovation / idea databases & tools when possible
  • 11. Roles in Innovation System • Inventors (Innovators) – are people who create original ideas. They can be experts, lead users or just ordinary people, with creative mind. • Promoters - are people who actively and intensively support innovation. – Expert promoters know the specific area and critical details. Is able to develop alternatives, solve problems and test prototypes. – Power promoters have access to resources, and act as investors. They can influence priorities and schedules and protect expert promoters. – Process promoters know internal process flows and restrictions. Is able to steers the innovation through the process stages. – Relationship promoters actively advances inter-organizational exchange processes with their good personal relationships. • Opponents argue against market potential, strategic fit, timing, technological aspects, side effects, cooperation etc. Also discover risks, point out informational needs and anticipate causes of resistance. • Scouts are seeking for new ideas internally and externally through various sources. • Gatekeepers are making decisions in various stages of innovation process. Their ability to face the unknown and see the future potential is essential for the innovation process. • Formal roles – are responsible for implementation of innovation projects. – Project managers – Project team members – Steering group members • Semi formal / informal roles – Innovation Catalysts - people who are willing to volunteer to get good ideas ahead. Members of innovation network / innovation community of interest. – Lead users – consumers who are first to use – Beta testers – consumers who testing out the first versions / prototypes, and give feedback for further development. – Panel members – consumers who know the application context and evaluate the usefulness. • Communities, social networks – Communities of interest / practice – people interested in / working together with specific themes. – Open source communities – source of new ideas, features and applications. – User communities – source for new ideas and user needs. (Also crowdsourcing) – Ideagoras - a places / communities on the internet where large numbers of people and/or businesses gather to exchange ideas and solutions.
  • 12. Crowdsourcing Crowdsourcing ~ tapping of the latent talent of the on-line crowd” Crowdsourcing turns out tasks traditionally performed by employees to the Internet multitude. It may produce solutions from amateurs or volunteers working in their spare time, or from small businesses which were unknown to the initiating organization. The difference between crowdsourcing and ordinary outsourcing is that a task or problem is outsourced to the public, rather than another body. In crowdsourcing the activity is initiated by a client, and the work may be undertaken on an individual, as well as a group. Possible benefits of crowdsourcing include: • Problems can be explored at comparatively little cost. • Payment is by results. • The organization can tap a wider range of talent than might be present in its own organization. 7 IBM Software Group © Copyright IBM Corporation 20077 It’s all about people … and the communities in which they are involved… MembershipstabilityLabileStable Degree of Geographic DistributionSame place Everywhere Communities of InterestCommunities of Interest Local Users GroupLocal Users Group PeersPeersCoworkersCoworkers Social NetworksSocial Networks Communities of PracticeCommunities of Practice Collaboration & How People Work
  • 13. Possible Innovation Measures • There are several possible measures that address innovation capability. Some of them can embedded into business scorecards or a special set can be followed in a separate innovation scorecard. Financials Customer People Process Financials People • Comparison of old and new businesses: profitability , revenue structure , growth • New product /service sales / profit • R&D investment / new generation of new products • ROI for old and new business • Value of patents & IPR’s Sources: F&C data bases, IPR statistics • Perception of innovativeness by employees • Innovation capability: social capital , networking with externals • Employee job satisfaction / job rotation • # of patents, ideas etc. submitted / implemented internally •Experience & capability in innovations, training available • Achieved rewards / recognitions, degrees etc. internal /external Sources: employee surveys , pulse surveys Customers Process • Collaborative customer innovation • Perception of innovativeness and potential by customer • Value creation for the customer with new solutions • Image and reputation, innovation awards • Share of new customers • Customer satisfaction / new products Sources: Customer satisfaction surveys, internal data sources • # of explorative versus traditional projects/concepts /products • Usage of available innovation channels – activity of channels (internal / external usage ), output, how many new ideas /patents/business ideas/initiatives etc. • Performance of innovation processes (tracking, tracing, investing, transition etc. etc. ) • Risk profile / portfolio • Time to market , survival rate
  • 14. How to Innovate and Enhance Innovativeness? There are many question that managers ask about innovation management • How can I use innovation to enhance my units activities in long time run? -> Implications to strategy creation • How can I help my people to be more innovative? -> Enabling innovativeness • What are the obstacles to innovation, and how do I remove them? -> Removing obstacles • How do I / should I optimize innovation process and how to measure it? -> Enabling the flow – idea creation and implementation, assessments & measures • How do I help everyone in my organization participate in innovation or can organization be too innovative?? -> Enhancing innovative organizational culture
  • 15. Theme 4 – From Idea to Innovation Group Work options & Examples Group Work • Innovation accelleration from idea to reality • What is valued & valuable for stakeholders? Examples • Philips – InnoHub • P&G – moving focus from internal to scouting for external • Yle & Bambuser • Ireland Idea Challenge • Aalto University • Open Ideo • Kaipaus • Patients Like Me
  • 16. Theme 5 New Ways of Working Supported by Social Media New channels for communication, working & learning Examples 7 IBM Software Group © Copyright IBM Corporation 20077 It’s all about people … and the communities in which they are involved… MembershipstabilityLabileStable Degree of Geographic DistributionSame place Everywhere Communities of InterestCommunities of Interest Local Users GroupLocal Users Group PeersPeersCoworkersCoworkers Social NetworksSocial Networks Communities of PracticeCommunities of Practice Collaboration & How People Work
  • 17. 17
  • 18. 18 Do you use Social Media? Challenge !!!!! EFQM 2009 - Quality & Web 2.0 Session in Paris
  • 19. Examples of new ways of working Google Marketing – a business book within 30 hour Publishing Revolution by MIT & Wharton www.wearesmarter thanme.com
  • 20. Otetsudai – Networks from Japan ... Open Source SW development... 20 New approaches to work and to ways of working are emerging ... ...
  • 21. One person & One day A World’s Record: • 14 jobs /day - Fish handler - Dog walker - Car watcher - Substitute player - Restaurant helper - Passing out flyers - Personal car washer - Personal shopping - Haircut model - Store employee - Gathering golf balls • 39.6 Km • 35 900 Yens • ~ 220 €/day http://lovejobs.jp/
  • 22. Rendez –project – Virtual working & sharing environment
  • 23. Www.openideo.com
  • 24. Examples of new ways of working – at personal level • Jeremiah Owang – Social Media Analyst – Forrester • Sacha Chua – IBM open source developer & geek • Luis Suarez - IBM Social Media Evangelist 24
  • 25. 25
  • 26. The 12 Principles of Web 2.0 Collaboration Description How this can be enhanced ? Purpose We have a shared goal or interest. -> network intent clearly defined -> ability to discuss the intent with other members Identity We know who’s who. -> personal social network – better access to people you already know -> social phonebook – enabling new contacts Reputation We recognize and build status on our actions. -> votes , tags etc. -> social network analysis, connections and contacts made visible Governance We agree that our behavior can be regulated according to shared or stated values. -> commonly agreed values (relates to purpose) - > agreed WOW - ways of working (e.g. blog guidelines) Communication We have ways to share information and ideas. - > possibility to easily share and search Groups We relate to each other in smaller numbers -> core teams -> task forces, ad hoc projects Environment We interact in a shared space that is appropriate to our goals. -> virtual environment - easy access to different elements -> context awareness Boundaries We know who belongs and who does not. -> stakeholder roles & expectations -> visibility to members of groups and to their roles relates to social phonebook) Trust We know with whom we’re dealing and that it’s safe to do so. -> references (social network analysis) visibility to who knows who -> quick trust (favor for a favor) Exchange We can trade knowledge, support, goods, services, and ideas. -> attitude: willingness to openly share in agreed context Expression We have a group identity and know what other members are doing. We can easily indicate our preferences and opinions. -> social phonebook (personalization) -> information about availability, location, activities -> voting, tags, emoticons History We look back over our history and track our evolution. -> visibility to development / activities over the time
  • 27. © 2008 Nokia V1- Filename.ppt / YYYY- Company Confidential 27
  • 28. Project Wonderland - Chemistry Department, UWI-Mona • ... Educators are increasingly looking to technology to support teaching and learning. Sun's Open Source Project Wonderland creates a virtual environment that was originally implemented to support business collaboration, in particular for their own staff, where on any given day many were telecommuting or absent from office yet needed to actively participate in meetings, etc. 28Sources: http://wwwchem.uwimona.edu.jm/WL/ https://wonderland.dev.java.net/index.html
  • 29. Theme 5 – New Ways of Working Supported by Social Media Group Work • Identification of new & meaningful channels • Looking into new working styles Examples • IBM - support for global communities & use of social media - Sasha Chua • Nokia use of social media for employees & consumers • Aalto Entrepreneurial Society • Tekes Tori • F-Secure • Lulu Lemon
  • 30. Theme 6 Portfolio Management & Project Management Varius views to portfolio Back to basics
  • 31. 31 General good practices in Portfolio Management 1(4)
  • 32. 32 General good practices in Portfolio Management 2 (4)
  • 33. 33 General good practices in Portfolio Management 3(4)
  • 34. 34 General good practices in Portfolio Management 4(4)
  • 35. 35 Overview of Reward & Recognition practices Nokia Design contests for consumers Nokia Sphere points & prizes TRUE ideas points & prizes Nokia Beta Labs – awards Nokia Alpha Labs – awards Nokia Foundation scholarships Inventor and Designer Awards IPR Nokia Quality Awards Innovations awards Venture Innovation Partnership VIP (Growth Partners) Crowd- sourcing & lead-user co-creation Peer- production ExtCo Extended Enterprise Idea generation Conversion & Development Diffusion In-unit / cross-unit / external From idea to results GTM and Bring to ScaleScreening & initial funding Internal and external co-creation – from ”crowd-sourcing to peer-production” Internal and external collaboration – from extended enterprise to incubation NRC hubs – grants for universities Apple’s iFund, Cisco’s I-Prize Android Developer Challenge Facebook – prizes in developer camps & user tests Dell’s Ideastorm ~ Hotspots: special places, special prices, Forum Nokia PRO Awards Nokia Foundation Award for MySQL IBM Innovation Jam Google’s predictive markets SUN Virtual Wall of Fame
  • 36. 36 Reward & Recognition practices for enhancing innovation One of the kind / Ad hoc practices … Special Programs … Systematic & Regular Practices Continuous Rewarding … Rewards based on special campaigns Regular allocation of Investment & resources … Special funds & resources NO financial rewards … X0 000 000 € rewards No rewards … Points systems … Tangible rewards No celebration … hand shake … Open ceremonies, big scale events Rewards from innovations in the field … Rewards from potential ideas … Nominations & special roles as rewards
  • 37. Theme 6 – Portfolio Management & Project management Group Work options & Examples Group Work • Dimension of portfolio management – which views are important? • How to enhance visibility & save time in porfolio & project mgmt? Examples • Toyota – A3 reporting practices • Google – creating space for experimentention • P&G – using portfolios to enhance external approach • Tekes portfolio • Finninsh Map Portal • Safipa portfolio • Innotiimi
  • 38. Closing up The next steps • Quick wins next week • Sort term option 1-3 months • Long term 1-3 years Comments & Feedback
  • 39. Minna Takala www.minnatakala.com - Twitter/@MinLii & @LinnaBikeShop SlideShare/MinLii, Delicious/MinLii, SecondLife/ MinLii Hanson

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