Wisdomsourcing is the next stage in the evolution of crowdsourcing which in turn evolved from brainstorming. This document presents the collaborative tools of brainstorming, crowdsourcing, and wisdomsourcing. The similarities and diffferences between the tools are highlighted. The document also presents the Customer Experience Matrix which is a key tool of the Wisdomsourcing methodology. Information from a Customer Experience Matrix can be presented using a Strategy Profile (Canvas) as well as Trade-off Map. A personal example on use of the Customer Experience Map is presented together with an example on Southwest Airlines.

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

4. BRAINSTORMING WISDOMSOURCING CROWDSOURCING

6. Rules for Brainstorming – No criticism during idea generation

7. ‘Blue Sky’ Thinking and Ideas

8. Myriad Generated Ideas

9. Offline

10. 1 Physical Location

11. Formal Group

12. Organic Process

13. Online Collaboration

14. Collaborative Idea Generation

15. 1D-Evaluation; Voting

16. Rod King (2009)

17. Systematic Collaboration

18. Customer Experience Problems

19. Trade-off Problems & Strategies

20. Roadmap for Wisdomsourcing

21. Customer Experience Matrix

22. 2D-Evaluation: Trade-off Map

23. Strategy Profile; Plan; Dashboard

24. Business Development Platform

25. Think Tank; Movement; Experience

26. Jeff Howe (2006)

27. Crowdsourced Goods and Information Products

28. Off-site Tools for Strategic Problem Solving

29. ‘Ad hoc’ Group

30. Unlimited Number of Volunteers

31. Peer Production; Documentation

32. Open Innovation and Value Chain

33. Prosumers: Consumers who participate like employees/producer in a business

34. Competitions; Contests; Prizes

35. Recognition; ReputationWISDOMSOURCING CROWDSOURCING

37. Max. number of participants: 20

39. Pens; Markers; Stickers

40. Computer/software on the Internet

46. Unlimited number of participants

49. Online location: Diverse members

51. Graphics (Logo); Design/Product

52. Algorithm; Prediction; Translation

53. News; Photo; Video; Review; JobCopyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

55. Online: volunteer; payment; prize

56. Unlimited number of participants

60. Online location: Diverse members on the Internet

62. Prototype; (Business) Model; Design; PlanCopyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

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

64. 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. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

65. QUALITY/PERFORMANCE The quality of generated ideas, materials, or product depends on the number, quality, and diversity of members in a crowdsourcing team. FUNCTONALITY/CONTENT/THEME 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. SOCIAL AURA/CACHET/PRESTIGE 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. PERSONALIZATION/CUSTOMIZATN. The process of crowdsourcing is highly customizable. Crowdsourcing can be applied to many projects and tasks in business. CUSTOMER DELIGHT & PAIN OF 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. INACCESSIBILITY/UNAVAILABILITY 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. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

66. QUALITY/PERFORMANCE Wisdomsourcing mainly aims to generate disruptive innovation/Blue Ocean strategies that reduce or elim-inate customer experience problems or trade-offs. FUNCTONALITY/CONTENT/THEME Wisdomsourcing covers both organic and systematic approaches to strate-gic problem solving and innovation. There’s a Roadmap of Activities for Wisdomsourcing Strategy Projects. SOCIAL AURA/CACHET/PRESTIGE The Wisdomsourcing group, a Global Think Tank for collaboratively identifying and resolving problems, is attracting a high cadre of members. PERSONALIZATION/CUSTOMIZATN. The Roadmap of Activities for Wisdomsourcing Strategy Projects is highly modularized and customizable. CUSTOMER DELIGHT & PAIN OF 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. INACCESSIBILITY/UNAVAILABILITY 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. Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

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

68. 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 Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

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

70. 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 Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

71. TEMPLATES FORWISDOMSOURCING STRATEGY PROJECTS

72. OBJECTIVE OF TOOL INVENTOR/DEVELOPER OF CONCEPT SCOPE EQUIPMENT/RESOURCES Overview of …………………………………………. LOCATION OF ACTIVITY DECISION-MAKING MECHANISM ORGANIZATION OF TEAM OUTPUTS Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

73. QUALITY/PERFORMANCE FUNCTONALITY/CONTENT/THEME SOCIAL AURA/CACHET/PRESTIGE PERSONALIZATION/CUSTOMIZATN. CUSTOMER DELIGHT & PAIN OF …………………………………………. COST (PRICE) COMPLEXITY INACCESSIBILITY/UNAVAILABILITY . TIME/SPEED/DELAY Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

74. Systematic Customer Experience Matrixfor Tools on: ………………………………………………. Market Segment/Location: ………..……………………………………... Key -> 1: Low level; 10: Extraordinary level Customer Experience Quotient (CEQ) = Pain/Delight Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

75. 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 Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

76. TRANSPORTATION EXAMPLE ONCUSTOMER EXPERIENCE MATRIX

77. Systematic Customer Experience Matrixfor Tools on: Intercity Travel (Transportation) Market Segment/Location: (Frequent) Intercity Travelers Key -> 1: Low level; 10: Extraordinary level Customer Experience Quotient (CEQ) = Pain/Delight Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

78. 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