A Personal Wisdomsourcing Project: Tools for Collaborative Problem Solving, Strategy, and Innovation

Inexpensively Leapfrogging the Competition
A PERSONAL WISDOMSOURCING PROJECT Tools for Collaborative Problem Solving, Strategy, and InnovationDr. Rod King

OBJECTIVES OF PERSONAL WISDOMSOURCING PROJECT

To BrieflyIllustrate the Roadmap of Activities for Wisdomsourcing Strategy Projects
To Demonstrate How to Develop a Customer Experience Matrix & Trade-off Map for

Tools on Collaborative Problem Solving, Strategy, and Innovation

To Ultimately Develop an Innovative Product Strategy (Trade-off Profile), Value Chain Dashboard, and Innovative Business Model for Wisdomsourcing

COLLECTION/SHORTLISTING OF TOOLS FOR COLLABORATIVE PROBLEM SOLVING, STRATEGY, AND INNOVATION

BRAINSTORMING
WISDOMSOURCING
CROWDSOURCING

1-PAGE WISDOMSOURCING, CROWDSOURCING, AND BRAINSTORMING
Tools for Collaborative Problem Solving, Strategy, and Innovation
Copyright 2009
Dr. Rod King
BRAINSTORMING

Alex Osborne (1953)
Rules for Brainstorming – No criticism during idea generation
‘Blue Sky’ Thinking and Ideas
Myriad Generated Ideas
Offline
1 Physical Location
Formal Group
Organic Process
Online Collaboration
Collaborative Idea Generation
1D-Evaluation; Voting
Rod King (2009)
Systematic Collaboration
Customer Experience Problems
Trade-off Problems & Strategies
Roadmap for Wisdomsourcing
Customer Experience Matrix
2D-Evaluation: Trade-off Map
Strategy Profile; Plan; Dashboard
Business Development Platform
Think Tank; Movement; Experience
Jeff Howe (2006)
Crowdsourced Goods and Information Products
Off-site Tools for Strategic Problem Solving
‘Ad hoc’ Group
Unlimited Number of Volunteers
Peer Production; Documentation
Open Innovation and Value Chain
Prosumers: Consumers who participate like employees/producer in a business
Competitions; Contests; Prizes
Recognition; Reputation

WISDOMSOURCING
CROWDSOURCING

OBJECTIVE OF TOOL
To collaboratively and freely (without criticism) generate myriad ideas and select the best for a given challenge, problem, or question
INVENTOR/DEVELOPER OF CONCEPT
Alex Osborne (1953)
SCOPE

Creative tasks or projects
Max. number of participants: 20
Not directly focused on trade-off or improving customer experiences

EQUIPMENT/RESOURCES

Flip chart; Whiteboard; Post-it
Pens; Markers; Stickers
Computer/software on the Internet
Rules for Brainstorming Sessions

Overview of
BRAINSTORMING
(Organic Collaboration Tool)
LOCATION OF ACTIVITY

Traditionally, one physical location where brainstorming is conducted
Online (collaboration): contribu-tions from different places and times

DECISION-MAKING MECHANISM

One-dimensional voting: one member, one vote (sticker)
Impact-Effort matrix

ORGANIZATION OF TEAM

Facilitator or group leader; Scribe
Offline: Diverse members who belong to the same business, organization, or group

OUTPUTS

Best (novel/creative) generated idea, suggestion, strategy, or tactic

OBJECTIVE OF TOOL
To have an informal group of people outside a business or an organization carry out a project activity online that would normally be done by employees or hired personnel
Jeff Howe (2006)
SCOPE

Online: volunteer; prize; payment
Unlimited number of participants
Not directly focused on trade-off or improving customer experiences

EQUIPMENT/RESOURCES

Off-site tools for strategic problem solving, design, or detailed work

Overview of
CROWDSOURCING
(Organic Collaboration Tool)

Online (collaboration): contribu-tions from different physical locations and at different times

One-dimensional voting: up/down; positive/negative

Organizer/Coordinator
Online location: Diverse members
Crowdsourcers as co-creators or prosumers

OUTPUTS
Best, top, or most popular

Idea, Suggestion, Strategy, or Tactic
Graphics (Logo); Design/Product
Algorithm; Prediction; Translation
News; Photo; Video; Review; Job

OBJECTIVE OF TOOL
To collaboratively as well as systematically identify and resolve customer experience problems especially trade-offs in businesses
Rod King (2009)
SCOPE

Business Development Platform
Online: volunteer; payment; prize
Unlimited number of participants
Directly focuses on trade-off and improving customer experiences

EQUIPMENT/RESOURCES

Roadmap of Activities for Wisdomsourcing Strategy Projects

Overview of
WISDOMSOURCING
(Systematic Collaboration Tool)

Online (collaboration): contribu-tions from different physical locations and at different times

One-dimensional evaluation: Customer Experience Quotient
Two-dimensional evaluation: Trade-off Map

Organizer/Coordinator
Online location: Diverse members on the Internet
Crowdsourcers as prosumers

OUTPUTS
Best

Idea, Suggestion, Strategy, or Tactic
Prototype; (Business) Model; Design; Plan

QUALITATIVE CUSTOMER EXPERIENCE OFTOOLS FOR COLLABORATIVE PROBLEM SOLVING, STRATEGY, AND INNOVATION

QUALITY/PERFORMANCE
A large amount of ideas are generated in a brainstorming session. However, few ideas are of high quality. There is usually no period for the priming or incubation of ideas.
FUNCTONALITY/CONTENT/THEME
Brainstorming is an organic (unstructured) technique for genera-ting ideas. It is simple to learn and implement due to its simple rules.
SOCIAL AURA/CACHET/PRESTIGE
Brainstorming is associated with novel but impractical or ‘blue sky’ ideas. Brainstorming is fun and could foster camaradie among participants.
PERSONALIZATION/CUSTOMIZATN.
Brainstorming is flexible enough to be personalized. Other techniques such as brainwriting, affinity diagramming, and mind mapping can enhance brainstorming.
CUSTOMER DELIGHT & PAIN OF
BRAINSTORMING
COST (PRICE)
Unless when a facilitator is hired, a brainstorming session can be conducted without incurring additional cost.
COMPLEXITY
The process of brainstorming is relatively simple to learn and use. There are few rules or steps to follow.
INACCESSIBILITY/UNAVAILABILITY
The brainstorming technique is widely known. Sessions in brainstorming can be quickly organized.
TIME/SPEED/DELAY
A brainstorming session typically lasts about 1hr.

QUALITY/PERFORMANCE
The quality of generated ideas, materials, or product depends on the number, quality, and diversity of members in a crowdsourcing team.
Crowdsourcing describes a process where an ‘ad hoc’ group of people on the Internet undertakes a project task that would normally be done in a business or an organization.
Some projects such as the Linux operating system and Wikipedia have contributed to enhancing the image of crowdsourcing. Crowdsourcing is also considered to be cost effective.
The process of crowdsourcing is highly customizable. Crowdsourcing can be applied to many projects and tasks in business.
CROWDSOURCING
COST (PRICE)
Crowdsourcing is highly cost- effective. Costs in a crowdsourcing project are associated with software and/or prizes. Often, crowdsourcers work for free, reputation, or glory..
COMPLEXITY
Traditionally, crowdsourcing is carried out organically where crowd-sourcers merely contribute and/or rate ideas. Crowdsourcing is more complex when developing products.
A crowdsourcing software/platform is not widely available or accessible. Most crowdsourcing activities focus on a niche. Also, crowdsourcing has to be carried out on the Internet.
TIME/SPEED/DELAY
Crowdsourcing has a flexible time span or duration. The time for a crowdsourcing task can be fixed in a competition or contest.

QUALITY/PERFORMANCE
Wisdomsourcing mainly aims to generate disruptive innovation/Blue Ocean strategies that reduce or elim-inate customer experience problems or trade-offs.
Wisdomsourcing covers both organic and systematic approaches to strate-gic problem solving and innovation. There’s a Roadmap of Activities for Wisdomsourcing Strategy Projects.
The Wisdomsourcing group, a Global Think Tank for collaboratively identifying and resolving problems, is attracting a high cadre of members.
The Roadmap of Activities for Wisdomsourcing Strategy Projects is highly modularized and customizable.
WISDOMSOURCING
COST (PRICE)
Wisdomsourcing requires special tools and training. An integrated software application does not yet exist for doing Wisdomsourcing projects.
COMPLEXITY
Modules of Wisdomsourcing such as Organic Wisdomsourcing are simple. However, other modules are more complex.
Wisdomsourcing is not yet widely available to the public. At the moment, only members of the Wisdomsourcing group on LinkedIn can participate in projects.
TIME/SPEED/DELAY
Wisdomsourcing Strategy projects could be split into phases of information collection, analysis, design, report writing, and implementation.

QUANTITATIVE CUSTOMER EXPERIENCE OFTOOLS FOR COLLABORATIVE PROBLEM SOLVING, STRATEGY, AND INNOVATION

Systematic Customer Experience Matrixfor Tools on: Collaborative Problem Solving, Strategy, and Innovation
Market Segment/Location: ………..……………………………………...
Key -> 1: Low level; 10: Extraordinary level
Customer Experience Quotient (CEQ) = Pain/Delight

TRADE-OFF MAP FOR TOOLS ON COLLABORATIVE PROBLEM SOLVING, STRATEGY, AND INNOVATION

Trade-off Mapfor Tools on: Wisdomsourcing, Crowdsourcing, and Brainstorming
Zero Trade-off-Experience
(cf. “Wrecking-ball moment”)
MARKET (CUSTOMER JOB): Problem Solving/Strategy/Innovation
Period/Year: 2009
‘Hit’ Zone
High-end
SuperHit
Sweet Spot-
WISDOMSOURCING
Luxury Spot
Disruption Spot
Oasis-
CROWDSOURCING
BRAINSTORMING
Volcano
DELIGHT:
Fidelity
Low-end
Green Ocean
No Man’s Land
Red Ocean
Fidelity Belly
Convenience
Inconvenience
PAIN: Inconvenience

TEMPLATES FORWISDOMSOURCING STRATEGY PROJECTS

OBJECTIVE OF TOOL
SCOPE
EQUIPMENT/RESOURCES
Overview of
………………………………………….
OUTPUTS

QUALITY/PERFORMANCE
………………………………………….
COST (PRICE)
COMPLEXITY
.
TIME/SPEED/DELAY

Systematic Customer Experience Matrixfor Tools on: ……………………………………………….
Market Segment/Location: ………..……………………………………...

Trade-off Map of Experiences and Strategies for Tools on: …………………………………………………………………………………
Zero Trade-off-Experience
(cf. “Wrecking-ball moment”)
MARKET (CUSTOMER JOB): ……………………………………………………….
Period/Year: …………………………………
‘Hit’ Zone
High-end
SuperHit
Sweet Spot
Luxury Spot
Disruption Spot
Oasis
Volcano
DELIGHT:
Fidelity
Low-end
Green Ocean
No Man’s Land
Red Ocean
Fidelity Belly
Convenience
Inconvenience
PAIN: Inconvenience

TRANSPORTATION EXAMPLE ONCUSTOMER EXPERIENCE MATRIX

Systematic Customer Experience Matrixfor Tools on: Intercity Travel (Transportation)
Market Segment/Location: (Frequent) Intercity Travelers

REFERENCES
Christensen, C.M. (1997) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Kim, W.C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
King, R. (2009) Fractal Box Thinking: A Simple Visual Tool for Total Problem Solving and Innovation. Fresno, California: TOAD Publishing.
Maney, K. (2009) Trade-Off. New York: Broadway Books.
Verganti, R. (2009) Design-Driven Innovation. Boston: Harvard Business School (HBS) Press.
Dr. Rod King

Thought Leader, Speaker, Consultant, and Trainer on Trade-Off Mapping & Customer Experience Innovation
rodkuhnking@sbcglobal.net & http://tradeoffmap.ning.com
http://twitter.com/RodKuhnKing