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Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
Crowdsourcing Innovation
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Crowdsourcing Innovation

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  • 1. PulsePoint Group Building On Social Listening Centers: Crowdsourcing New Product IdeasA PulsePoint Group Study Conducted in Collaboration with The Economist Intelligence Unit (Wave I – 2012) 1
  • 2. What is Social Innovation? Leveraging the power, insight and wisdom of crowds to generate new ideas through “networked brainpower” that produces results AKA: exponentially more valuable crowdsourcing, co- creation, idea than the sum of the individual engines, idea mining parts. 2 Copyright © 2012 PulsePoint Group. All rights reserved.
  • 3. Did You Benefit This Morning?Starbucks created an innovation platform, My Starbucks Idea, to generate ideas andmotivate employees to accelerate ideas already generated by the team. This led to thedevelopment of solutions implemented throughout the word, like a splash stick to Copyright © 2012 PulsePoint Group. All rights reserved.prevent spills from cups. 3
  • 4. “101 Reasons We Shouldn’t Do This…” Perceived Issues Reality Legal: IP issues that may lead IP issues handled in guidelines to disputes and litigation HR: Violating code of ethics Establish clear guidelines and and employee rights expectations Marketing: Capacity to assess Idea management process is and respond to ideas critical IT: Get in line Executive sponsors are critical Everyone: Concern about the Community managers model quality of ideas and their good behavior, clear guidelines abusing an open channel and effective moderation. 4 Copyright © 2012 PulsePoint Group. All rights reserved.
  • 5. THE FLAVORSOF SOCIALINNOVATION Copyright © 2012 PulsePoint Group. All rights reserved.
  • 6. Types of Social Innovation Focused: Limit ideas to specific challenges Open to All: By Invite Only: Anyone can Selected submit ideas members can submit ideas Wide Open: Ability to Submit Any Ideas Copyright © 2012 PulsePoint Group. All rights reserved. 6
  • 7. Dell IdeaStorm: “Voice ofcustomer”• Michael Dell wanted to inject the “voice of the customer” back into the hallways at Dell.• They quickly got stuck in the “we can’t do this” tornado until…• Michael Dell championed the innovative platform and pushed for its launch. “A company this size is not going to be about a couple of people coming up with ideas. It’s going to be about millions of people and harnessing the power of those ideas.” – CEO Michael Dell 7 Copyright © 2012 PulsePoint Group. All rights reserved.
  • 8. Dell: Embracing “Voice Of Customer”2005 – Register, create profile – Submit ideas, promote or demote ideas, comment on ideas2009 – Storm Sessions: Dell employees can share an opportunity that needs ideas2012 – Extensions: Allows users to expand a proposed idea – Idea Partners: Identify Dell employees to get involved with ideas – Gamification: Gaming elements added to provide added value – Rock stars: Treat program Copyright © 2012 PulsePoint Group. All rights reserved. 8
  • 9. IdeaStorm: The Numbers Speak ForThemselves • Founded in 2007 • 60,000 registered users • More than 17,000 ideas (about 300 per month) • About 1 million votes • More than 500 ideas implemented • 50% of employees submit ideas to EmployeeStorm, Dell’s internal idea platform 9 Copyright © 2012 PulsePoint Group. All rights reserved.
  • 10. Dell’s Ubuntu (Linux) Laptop• An early Idea Storm idea suggested selling Ubuntu-equipped machines alongside their Windows counterparts.• The idea received more than 130,000 votes.• Within one year of the product launch, Dell sold 40,000 Ubuntu machines without having to advertise. 10 Copyright © 2012 PulsePoint Group. All rights reserved.
  • 11. Consulting Firm: Best Ideas to BestClients• A leading global management and IT consulting firm is creating a managed service offering• The offering: “Tap into” intellectual and creative assets of their employees, consultants and alumni to solve client challenges• Positions the firm as innovative• Builds new relationships• Generates incremental revenue 11
  • 12. The Model Evaluate, Select the Activate Package Client and Deliver Your Best and Define the Value Minds Present Challenges New Ideas 12
  • 13. Early Results (For One Large Client)• 800 target consultants (20% on vacation)• 586 active participants (>50%)• 286 new ideas• 13,687 page views; 1,375 posts• 33 new ideas received• 27 new ideas presented to client• Potential: $30 million in incremental revenue 13 Copyright © 2012 PulsePoint Group. All rights reserved.
  • 14. AT&T’s Innovation Pipeline:World’s Largest Corporate Crowdsourcing Program• Employee idea generation “At AT&T, we believe and collaboration at scale great ideas can come and fosters a culture of innovation from anywhere” John Donovan• 100,000 members in 40 Sr. Exec. Vice President, countries AT&T• More than 500 ideas per month• 30 executive challenges generated more than 200 potential solutions each 14 Copyright © 2012 PulsePoint Group. All rights reserved.
  • 15. AT&T’s Process Works Tip Phase I: SOCIAL INNOVATION Vote Submit, vote on, discuss and “invest in” ideas Collaborate After three months, the top ideas are selected to “pitch” Tip Phase II: PROTOTYPE Pitch Founders develop business cases and pitch to “AT&T VC’s” Tip Phase III: PRODUCTION Develop Funded ideas are moved from prototype to production and deployment Tip Phase IV: COMMERCIALIZATION Launch A successful project could be adopted by an AT&T business unit or spun off into an external company 15 Copyright © 2012 PulsePoint Group. All rights reserved.
  • 16. Key Learnings 1. Ensure executive sponsor and real commitment to invest in new ideas. 2. Agree on and win buy-in and commitment for an Idea Management Process & Timing, from collection to assessment to decision and response. 3. Provide “focus” for community members’ ideas based on priority needs and opportunities. 4. Community manager and moderators need to be passionate, empowered and enabled to engage community members in real-time. 5. Give employees the opportunity to submit ideas. They are a great source of ideas and can be evangelists for the initiative. 16
  • 17. Key Learnings 6. Have a plan to keep the program fresh and interesting – brainstorms around specific topics, sharing progress, etc. 7. Recognize top contributors on the site and in other appropriate forums – this is one of their top motivations. 8. Celebrate ideas that are implemented and make a big deal out of their contributors. 9. Establish Key Performance Indicators (KPIs) and make sure the team is assessing performance and taking steps to improve it. Importantly, this also should be across the idea management process. 10. Ensure the selected software platform can’t be easily gamed, supports the idea management process. 17
  • 18. PulsePoint Group Building On Social Listening Centers: Crowdsourcing New Product IdeasA PulsePoint Group Study Conducted in Collaboration with The Economist Intelligence Unit (Wave I – 2012) 18

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