Crowdsourcing vs. Technology Scouting in a B2B setting
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Crowdsourcing vs. Technology Scouting in a B2B setting

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Talk at Front End Innovation in Venice (#FEIV)

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Crowdsourcing vs. Technology Scouting in a B2B setting Crowdsourcing vs. Technology Scouting in a B2B setting Presentation Transcript

  • Unrestricted © Siemens AG 2014. All rights reserved Crowdsourcing vs. Technology Scouting in a B2B setting Dr. Michael Heiss Siemens Corporate Technology | March 2014
  • Page 2 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Crowdsourcing vs. Technology Scouting: Two different approaches for technology sourcing Technology Scouting: search for offeringsCrowdsourcing: let many people contribute What is the difference? Let many people know your needs Receive many contributions Visualization: many contributors (clouds) contribute to one goal (sun) Visualization: try to find the one who has skills you need Search in databases and internet Many technology offerings written by yourself written by others
  • Page 3 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Crowdsourcing vs. Technology Scouting: Two different approaches for technology sourcing • “Technology scouting is a systematic approach by companies whereby they assign part of their staff or employ external consultants to gather information in the field of science and technology and through which they facilitate or execute technology sourcing. Technology scouting is either directed at a specific technological area or undirected, identifying relevant developments in technological white spaces. Technology scouting relies on formal and informal information sources, including the personal networks of the scouts.” (Source: Rohrbeck via http://en.wikipedia.org/wiki/Technology_Scouting ) • “Crowdsourcing is the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people, and especially from an online community, rather than from traditional employees or suppliers.” (Source Merriam Webster via http://en.wikipedia.org/wiki/Crowdsourcing ) Examples: • Co-Ideation, Idea Contests • Call-for-Proposals • Corporate Problem solving Technology Scouting: search for offeringsCrowdsourcing: let many people contribute Definitions Let many people know your needs Receive many contributions Search in databases and internet Many technology offerings written by yourself written by others
  • Page 4 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Crowdsourcing vs. Technology Scouting: Do you want to be visible with your needs or not? • See everybody without being visible• Be visible for everybody Scouting: “good vision”Crowdsourcing: “good visibility” Visibility Visualization: be visible Visualization: have a good overview over all but be not visbile yourself
  • Page 5 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Crowdsourcing vs. Technology Scouting: Would you like to decide who is contributing? • Don’t call us, we call you.• Hope to receive the right submissions Scouting: activeCrowdsourcing: passive Control of submission stream Visualization: wait and hope that an important technology is contributed Visualization: do not wait – if you identify a partner with an important technology, take it
  • Page 6 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Consider how much you want to disclose when selecting the right open innovation approach Overview over frequently used open innovation approaches • Search field and company are visible • Pre-qualification for participants possible but complicated • Search field and company not visible • Need to manage large number of databases Idea-Contests ScoutingE-Brokering company competitors customers end-customers universities & research startups & established technology providers experts search field company competitors customers universities & research startups & established technology providers experts search field E-Broker company customers universities & research startups & established technology providers experts search field A B….A gets info from B • E-broker sends request to a propriatary (closed) list of experts • Anonymity and black-list possible Databases & Search Engines competitors Crowdsourcing Scouting
  • Page 7 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Conclusion Scouting E-Brokering & Innovation Portal Idea Contests Agenda company competitors customers end-customers universities & research startups & established technology providers experts search field
  • Page 8 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Designs for emotional LED solutions (Osram) Disruptive ICT trends Products & solutions for urban markets and city de- velopment (Siemens India) Sustainable company and portfolio ideas (Siemens) Smart Grid Innovation Contest (part I & II) The effort for external idea contests is significantly larger than for internal idea contests 2009 2010 Innovation Jams Internal contests External contests Business opportunities for the "Future of Hubs" (Siemens Mobility) Anti-Piracy issues & technical & legal solutions 2011 2012 Future Business opportu- nities for high-voltage switchgears (E T HS) Business opportunities for "Future of Metals" (I MT) 2013 Data Driven Services
  • Page 9 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Example: Siemens Smart Grid Innovation Contest The contribution quality is higher in a closed setting Phase II: Call for Research Proposals, for universities only, 10-12/2011 Phase I: Public Idea Contest, for everybody, 4-6/2011 Submission & social ranking Evaluation by Siemens Jury decision Award ceremony (incl. MVC1))Rec. by MVC1) 1) Rec. By MVC: Recommendation by Most Valuable Contributors, pre-evaluated by Core-Team Abstract submission (Qualification) Submission of full proposal RTR2) decision Contracting & implementation RTR2) accept/ deny 2) RTR: Research Topic Responsible (from Siemens) Topic cluster NDA Research Topic (confidential) • All submissions • All comments • Crowd ranking (5 stars) • Internal ranking (5 stars): public • no internal comments! Public: Selected Siemens experts: Recruiting of participants: via social media (e.g. LinkedIn groups) 15 000 € (total) + Berlin trip 1 Mio. € budget (total) • Nothing, except the generic topic cluster description • no crowd ranking • Abstract submission • Full research proposal submission • Internal comments • Communication with submitter • Decisions Public & Peers: RTR2)+Selected Siemens experts: via SCOPUS all authors of scientific papers in the field were invited • 100 countries • 35 000 unique visitors • 1 500 registered users • 500 ideas • 5 000 comments & evaluations • 300 000 minutes on the site • 40 countries • 200 universities • 400 registered users • 172 abstracts submitted • 25 accepted for full proposal • 10 to be contracted ParticipantsResults Awareness & branding High quality research proposals Top experts VisibleProcess IT platform from
  • Page 10 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Lessons Learned from the Siemens Smart Grid Innovation Contest Emotions Seismograph / Timeline
  • Page 11 March 2014 Corporate Technology The „stock market price“ of the project shows how challenging an global external idea contest is # Comments 1  Doubtfully at the beginning 2  Too many proposals that were not in Siemens business  Loss of both power sponsors 3  Some interesting submitted ideas 4  New confidentiality policy disrupted plans and caused extra challenges for the tool 5  Definition of Research Topic Clusters and Detailed Research Question 6  The Award Ceremony in Berlin and the community feeling hat was very positive 7  Technical issues behind the scene 8  The contest was successfully launched and immediate response was positive, but quality of submissions at the beginning not convincing 9  Very high quality of submission; due to the high number of submissions high effort 10  Contracting on the way   Preparation Idea Contest Online 13.4-15.6.2011 Jury Preparation 21.7.2011 Topic Definition for CfP CfP Online 4.10.-30.11.2011 1.4. 15.6. 21.7. 15.9. 4.10. 30.11. 14.12. positive negative 2 3 4 5 6 7 8 9 Aggregated Emotions Seismograph / Timeline: “estimated Return on Invest based on your own investment” time Award Ceremony Berlin 15.9.2011 Evaluation of proposals 10 Research Topic Responsibles from BU Core Team 1
  • Page 12 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Lessons Learned of the Siemens Smart Grid Call-for-Proposals Ownership  Project needs to be fully adopted by the Business Unit – Project Lead from Business Unit.  Management support from CTO level required.  A wide spread management support leads to robustness against organizational changes.  Early involvement of Product Managers. Confidentiality  The more concrete the search field description, leads to a trade off between  the more valuable the submissions  the higher the risk of disclosing Siemens strategies.  The higher the security level of the tool, the more expensive, less flexible, more complex to handle.  The quality of the submissions is higher if it is submitted in a closed environment (not public) - at least in a highly competitive search field. Timing  It is more important to align the contest with the Siemens budget planning than with the academic year.  First receive all the submissions before making accept/deny decisions. Recruiting of Submitters  SCOPUS gave us access to all the scientists who published in the search field. Optimization  Having a pre-qualification process ensures that the Siemens Experts spend most of their time with the best proposals and ensures that only trusted submitters have access to the more confidential information.  Limiting the words and having a tool-enforced structure helps to focus submitters answers – helps to minimize Siemens effort for evaluating.  Explaining what type of proposals Siemens wants and does not want helps to optimize the expectation of the submitters and the workload for Siemens.  Very high usability is required for the web tool both for submitters and backend operations – End to end process/workflow support. backup
  • Page 13 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Conclusion Scouting E-Brokering and Innovation Portals Idea Contests Agenda company competitors customers universities & research startups & established technology providers experts search field E-Broker
  • Page 14 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Companies  ~ 15 challenges submitted with predominantly excellent results  Efficient and market oriented approach to find leading edge technologies Innovation Seeker Problem Solvers Huge Network of ~ 3 Mio Solvers Large corporations, SMEs Start-ups Universities, R&D organizations Consultants Individual Experts E-Brokers send the request to a proprietary (closed) list of experts
  • Page 15 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved End of March 2014 our Innovation Portal will go live: focus on content – not on tools and traffic generation Siemens Innovation Portal A Siemens branded Innovation Portal at the NineSigma’s NineSights Managed Galleries List of our needs with a one-page description for each of them Be visible for potential submitters as a real person … • A common market place for new technologies • a one-stop-shop for solvers and seekers including:
  • Page 16 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Conclusion Scouting E-Brokering and Innovation Portal Idea Contests Agenda company customers universities & research startups & established technology providers experts search field Databases & Search Engines competitors
  • Page 17 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Lesson Learned from Technology Scouting: the right balance of involvement is key for success e + m Probability of success 0% 10% 100% 0% high e + m + s The aspired effort of the Manager m and the Experts e in relation to the planned total effort of a scouting project (including the effort of the Scout s) 20% 30% 40% 50% 60% 70% 80% 90% Impact of the planned involvement of management and internal experts on the scouting success (=new collaboration with the identified partner) under typical practical boundary conditions If you plan to involve the operative experts for more than 30%, the risk is high that they will not do it. In our setting a 10% involvement has the highest success rate. Source: A. Oertl, M. Heiss, IEEE ITMC 2014 If the project is completely done in the operative unit, the risk is high that the date to completion is delayed or the scouting is not done systematically (quality?).
  • Page 18 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Proprietary Databases Primary source Expected outcome Key methodology > 50 Mio docs (Scopus, RDDS, IPAS-BUS)  Access to publications from reputable universities, companies  Patent database Key-Experts, Description of USP More than 100 different databases are the source Results are collected in the Scouting Platform ~ 35.000 experts (Enterprise social media platform)  Internal networks in related field often already exist with relevant information  Siemens Experts that were not known can be identified and informal discussion held Identification of use-cases & Business Units contacts TechnoWebMergeFlow  Continuous screening of changes in publicly available sources  High-end monitoring technologies based on semantic technologies Emerging activities >3GB docs p.d. (websites, blogs, forums, rss feed.) > 100 databases, >100.000 offerings (SBIR, EEN, etc.)  Search term-based screening of external technology marketplaces (huge number of very recent offerings!)  Business-driven information gathering (direct contact to target) Technology offerings Public Databases Scouting Platform
  • Page 19 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved An aggregated (multiple databases), dynamically weighted, multiple keyword search increases speed Siemens PDC-Method: self-developed Excel-PlugIn, data aggregation by mergeflow Multiple search keywords and number of hits List of Technology Offerings Aggregation of different databases Keyword occurrence Ranking according to keyword weights Dynamic weights
  • Page 20 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Keyword search alone is not sufficient, you need also methods to identify the „unknown unknowns“ News analysis (in general RSS-feeds) via mergeflow Example: connection graph of companies that are mentioned in the same news Other views: tag clouds, similar news, geographical, peopl e, technologies, and others The mergeflow tool collects all specified RSS-feeds (e.g. news) or search-feeds from the whole internet and offers different views on it
  • Page 21 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved The Scouting Platform collects all cooperation proposals and the corresponding evaluation (Intranet) Siemens Scouting Platform: an extended, customized version of IdeaNet from Hyve AG Action item tracing, Status tracing Visualization of target organization Peer comments and enrichment Corporate-wide transparency documentation of all communication with the target organizations Filter options Detailed evaluation available
  • Page 22 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Conclusion Scouting E-Brokering and Innovation Portal Idea Contests Agenda
  • Page 23 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved Conclusion of Challenges • In a B2B setting you need to attract professionals to participate. • Professionals usually prefer a closed setting like Call-for-Proposals or closed communities.  The value of social media based crowd sourcing is higher for intranet or extranet settings than for open internet settings. • The balanced involvement of operative experts and management is key for successful scouting projects.  Do not try to plan an unrealistic involvement of them but only the minimal required involvement for being successful and add value for them in every meeting. • The effort to establish an own Innovation Portal is also for large enterprises undesirably high. Lots of effort is spent for IT related issues like IT-security and usability and for attracting possible submitters.  Focus on the content and use a branded Innovation Portal at an established technology market place. Crowdsourcing / Idea Contests Innovation Portals Technology Scouting
  • Page 24 March 2014 Corporate Technology Dr. Michael Heiss Principal Open Innovation and Scouting Siemens AG Corporate Technology Technology and Innovation Management Email: michael.heiss @ siemens.com Phone & Mobile: +43-664-88 55 15 26 siemens.com/answers Contact Source: www.flickr.com/photos/michaelheiss (including photos from slides 2-5)