Loading…

Flash Player 9 (or above) is needed to view presentations.
We have detected that you do not have it on your computer. To install it, go here.

Like this presentation? Why not share!

Like this? Share it with your network

Share

Leading expert organizations materials handout_day2_open

on

  • 1,328 views

Innovation workshop in Meraka ,

Innovation workshop in Meraka ,
South Africa - DAY 2

Statistics

Views

Total Views
1,328
Views on SlideShare
1,328
Embed Views
0

Actions

Likes
0
Downloads
36
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Leading expert organizations materials handout_day2_open Presentation Transcript

  • 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 09:15 FROM IDEA TO INNOVATION • Agenda review • Introduction to facilitators & participants ECOSYSTEM VIEW TO INNOVATION • Expected outcome of the workshop 10:30 – Coffee break – 10.45 10:30 – Coffee break – 10.45 CULTURE & LEADERSHIP WORK GROUP SESSION GOVERNANCE MODELS & SERVICES NEW WAYS OF WORKING SUPPORTED BY SOCIAL MEDIA 12:30 – Lunch – 13:30 12:30 – Lunch – 13:30 WHAT OTHERS ARE DOING PORTFOLIO MANAGEMENT & • Examples from companies PROJECT MANAGEMENT • Examples from institutions & universities • Examples from open source communities REWARD & RECOGNITION - HOW TO ENHANCE PASSION FOR INNOVATION 14:45 – Coffee break – 15:00 14:45 – Coffee break – 15:00 WORK GROUP SESSION CLOSING • Summary STAKEHOLDERS & • Feedback RELATIONSHIP MGMT 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 • Small or incremental innovations can lead to big profits. lessons • 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 • Tight controls strangle innovation. The planning, budgeting and reviews applied lessons to exiting businesses will squeezed the life out of an innovation effort. • Reward practices – emergent rewarding practices are required to enhance innovation. Structure • Importance of interpersonal connections between innovation efforts and business lessons • New combinations for innovations – cross channel, cross unit etc. • Creating innovation friendly culture for all employees (not only ivory tower “innovators”) Skills • Technological innovations supported by great relationship and communication skills lessons • 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. Levels and Categories for Innovation Trans- formation (Disruptive innovation) Radical Innovation (Breakthrough innovation) Incremental Innovation (Continuous development) Source: Applied Product Service Process Business from vonStamn 2000 Model
  • 8. 10 Types of Innovation: moving beyond products 1. Business model 5. Product performance how the enterprise makes money basic features, performance and functionality 2. Networking 6. Product system enterprise’s structure/ extended system that surrounds an offering value chain 7. Service how you service your customers Finance Process. Offering Delivery Business Networking Enabling Core Product Product Service Channel Brand Customer model process process performance system experience 8. Channel 3. Enabling process how you connect your offerings assembled capabilities to your customers 9. Brand how you express your offering’s 4. Core process benefit to customers proprietary processes that add value 10. Customer experience how you create an overall experience for customers
  • 9. Business Trends – Expanding Scope of Innovation Mega trends OPEN • China approach – Self Innovation focus on Chinese Consumers INNOVATION technologies • Raising meaning of • Social webs & 3D virtual worlds for communication BUSINESS enabling consumer creativity PROCESS MODEL • Fragmentation of consumers and markets Enterprise INNOVATION INNOVATION • Social web practices (Skype, wikis, blogs, tags … ) & 3D Operators virtual worlds utilization in corporate environment PRODUCT • Tailored applications and devices for niche Media INNOVATION success • Innovative services • Fragmentation of media channels, complex SERVICE and features with partners hybrid of alternative • Focus on cost channels Technology INNOVATION reduction • Social media • Value of technology realizes through interaction and innovation visible to end users • Fragmenting technologies Consumer co-creation (nanotechnology & miniaturization, multimedia capabilities …) • Open source software extension to new areas • Technologies enabling value added services Sources: IBM CEO Study 2006 (a) • Grass roots level innovation – ideas Nokia Business Outlook 2006 (b) from anybody Kanter 2006, HBR (c)
  • 10. Systemic View to Innovation Development Strategy and Policy People • Innovation focus in • Competence development strategies & goals • Reward and recognition • Clear governance • Tuning Employee surveys model for innovation Leadership Business Results • Executive owners Operative Review • Definition of innovation – what is the meaning of innovation • Vision for the future Stakeholder and Resources Process Management • Co-creation practices • Ideation / exploration • Consumer insight phase • Enhanced visibility • Implementation / exploitation phase 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 • Formal roles – are responsible for original ideas. They can be experts, lead users or just implementation of innovation projects. ordinary people, with creative mind. – Project managers – Project team members • Promoters - are people who actively and – Steering group members intensively support innovation. – Expert promoters know the specific area and • Semi formal / informal roles critical details. Is able to develop alternatives, solve problems and test prototypes. – Innovation Catalysts - people who are – Power promoters have access to resources, and willing to volunteer to get good ideas ahead. act as investors. They can influence priorities Members of innovation network / innovation and schedules and protect expert promoters. community of interest. – Process promoters know internal process flows – Lead users – consumers who are first to use and restrictions. Is able to steers the innovation – Beta testers – consumers who testing out the through the process stages. first versions / prototypes, and give feedback – Relationship promoters actively advances for further development. inter-organizational exchange processes with – Panel members – consumers who know the their good personal relationships. application context and evaluate the usefulness. • Opponents argue against market potential, strategic fit, timing, technological aspects, side effects, cooperation etc. Also discover risks, point • Communities, social networks out informational needs and anticipate causes of – Communities of interest / practice – people resistance. interested in / working together with specific themes. • Scouts are seeking for new ideas internally and – Open source communities – source of new externally through various sources. ideas, features and applications. – User communities – source for new ideas and • Gatekeepers are making decisions in various user needs. (Also crowdsourcing) stages of innovation process. Their ability to face the – Ideagoras - a places / communities on the unknown and see the future potential is essential for internet where large numbers of people and/or the innovation process. businesses gather to exchange ideas and solutions.
  • 12. IBM Software Group Collaboration & How People Work It’s all about people … and the communities in which they are involved… Crowdsourcing Labile Communities of Interest Membership stability Communities of Practice Crowdsourcing Local Users Group ~ tapping of the latent talent Social Networks Stable Coworkers Peers of the on-line crowd” Same place 7 Degree of Geographic Distribution Everywhere © Copyright IBM Corporation 2007 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.
  • 13. Financials People Possible Innovation Measures Customer Process • 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 People • Comparison of old and new businesses: profitability , • Perception of innovativeness by employees revenue structure , growth • Innovation capability: social capital , networking with • New product /service sales / profit externals • R&D investment / new generation of new products • Employee job satisfaction / job rotation • ROI for old and new business • # of patents, ideas etc. submitted / implemented internally • Value of patents & IPR’s •Experience & capability in innovations, training available Sources: F&C data bases, IPR statistics • Achieved rewards / recognitions, degrees etc. internal /external Sources: employee surveys , pulse surveys Customers Process • Collaborative customer innovation • # of explorative versus traditional projects/concepts • Perception of innovativeness and potential by /products customer • Usage of available innovation channels – activity of • Value creation for the customer with new solutions channels (internal / external usage ), output, how many new ideas /patents/business ideas/initiatives etc. • Image and reputation, innovation awards • Performance of innovation processes • Share of new customers (tracking, tracing, investing, transition etc. etc. ) • Customer satisfaction / new products • Risk profile / portfolio Sources: Customer satisfaction surveys, internal data • Time to market , survival rate sources
  • 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 Examples • Innovation • Philips – InnoHub accelleration from idea • P&G – moving focus from internal to scouting for external to reality • What is valued & • Yle & Bambuser valuable for • Ireland Idea Challenge stakeholders? • Aalto University • Open Ideo • Kaipaus • Patients Like Me
  • 16. IBM Software Group Collaboration & How People Work It’s all about people … and the communities in which they are involved… Labile Communities of Interest Membership stability Communities of Practice Local Users Group Social Networks Stable Theme 5 Coworkers Same place 7 Peers Degree of Geographic Distribution Everywhere © Copyright IBM Corporation 2007 New Ways of Working Supported by Social Media New channels for communication, working & learning Examples
  • 17. 17
  • 18. Challenge !!!!! Do you use Social Media? EFQM 2009 - Quality & Web 2.0 Session in Paris 18
  • 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... New approaches to work and to ways of working are emerging ... ... 20
  • 21. A World’s Record: One person & • 14 jobs /day - Fish handler - Dog walker One day - 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 -> commonly agreed values (relates to purpose) according to shared or stated values. - > 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 -> virtual environment - easy access to different elements appropriate to our goals. -> 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 -> references (social network analysis) visibility to who knows who safe to do so. -> quick trust (favor for a favor) Exchange We can trade knowledge, support, goods, -> attitude: willingness to openly share in agreed context services, and ideas. Expression We have a group identity and know what other -> social phonebook (personalization) members are doing. We can easily indicate our -> information about availability, location, activities preferences and opinions. -> voting, tags, emoticons History We look back over our history and track our -> visibility to development / activities over the time evolution.
  • 27. © 2008 Nokia V1- Company Confidential 27 Filename.ppt / YYYY-
  • 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. Sources: 28 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 Examples • Identification of new • IBM - support for global communities & use of social & meaningful media - Sasha Chua channels • Nokia use of social media for employees & consumers • Looking into new working styles • Aalto Entrepreneurial Society • Tekes Tori • F-Secure • Lulu Lemon
  • 30. Theme 6 Portfolio Management & Project Management Varius views to portfolio Back to basics
  • 31. General good practices in Portfolio Management 1(4) 31
  • 32. General good practices in Portfolio Management 2 (4) 32
  • 33. General good practices in Portfolio Management 3(4) 33
  • 34. General good practices in Portfolio Management 4(4) 34
  • 35. Overview of Reward & Recognition practices Internal and external co-creation – from ”crowd-sourcing to peer-production” Peer- Facebook – prizes in developer camps & user tests production Dell’s Ideastorm Apple’s iFund, Cisco’s I-Prize Crowd- sourcing Design contests for consumers Nokia Alpha Labs – awards & lead-user SUN Virtual Wall of Fame Nokia Foundation scholarships co-creation Nokia Sphere points & prizes TRUE ideas points & prizes Nokia Beta Labs – awards Google’s predictive markets Idea generation Conversion & Development Diffusion Nokia In-unit / cross-unit / external Screening & initial From idea to results GTM and Bring to Scale funding Inventor and Designer Awards IPR Nokia Quality Awards Innovations awards IBM Innovation Jam Extended Venture Innovation Partnership VIP Enterprise (Growth Partners) Forum Nokia PRO Awards NRC hubs Nokia Foundation Award for MySQL – grants for universities Android Developer Challenge ExtCo Internal and external collaboration – from extended enterprise to incubation ~ Hotspots: special places, special prices, 35
  • 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 36
  • 37. Theme 6 – Portfolio Management & Project management Group Work options & Examples Group Work Examples • Dimension of portfolio • Toyota – A3 reporting practices • Google – creating space for management – which experimentention views are important? • P&G – using portfolios to • How to enhance enhance external approach visibility & save time • Tekes portfolio in porfolio & project • Finninsh Map Portal mgmt? • Safipa portfolio • Innotiimi
  • 38. Closing up The next steps Comments & Feedback • Quick wins next week • Sort term option 1-3 months • Long term 1-3 years
  • 39. Minna Takala www.minnatakala.com - Twitter/@MinLii & @LinnaBikeShop SlideShare/MinLii, Delicious/MinLii, SecondLife/ MinLii Hanson