Innovation in an Enterprise 2.0 Assoc. Prof.   Dr. Michael Heiss Global Vice President for Knowledge, Innovation & Technol...
Vision of an innovative Enterprise 2.0 Page  „ Who has helped you in your professional work during the last 12 month“
<ul><li>How does innovation work?  </li></ul><ul><li>How does Enterprise 2.0 support innovation? </li></ul><ul><li>How can...
1st extreme: the one man show Page  <ul><li>The CEO is the „all-knowing“ genius and innovator. </li></ul><ul><li>The rest ...
2nd extreme: chaos Page  <ul><li>Everybody tries to be the genius innovator. </li></ul><ul><li>Some are successful, some f...
Adapted 1st extreme:  the central portfolio management department Page  <ul><li>In large companies the CEO is no longer ab...
Adapted 2nd extreme: networked innovators Page  <ul><li>Everybody has the chance to know everything and to be an innovator...
Enterprise 2.0: optimized interoperability of  network / line management / small central functions Page  <ul><li>Dynamic s...
Learning:  be able to master both: hierarchy and network  <ul><li>For  Prof. Peter Kruse  successful company leadership me...
<ul><li>How does innovation work?  </li></ul><ul><li>How does Enterprise 2.0 support innovation? </li></ul><ul><li>How can...
Enterprise 2.0 and innovation: plan the unplanned Page  <ul><li>Solely  planned communication is not sufficient  –  you wo...
<ul><li>How does innovation work?  </li></ul><ul><li>How does Enterprise 2.0 support innovation? </li></ul><ul><li>How can...
Microblogging: lower barrier, higher frequency Page  following interesting persons retweeting  interesting messages non-pu...
Example: discovering the blog of Prof. McAfee (Harvard University) in less than 2 hours after he published it Page  25 20 ...
Microblogging is… Page  <ul><li>a  dynamic social bookmarking tool  (at least a typical use case of professional users)  <...
<ul><li>How does innovation work?  </li></ul><ul><li>How does Enterprise 2.0 support innovation? </li></ul><ul><li>How can...
The basic idea of TechnoWeb 2.0: identify implicit knowledge via the activity stream of the appropriate expert Page  activ...
Knowledge Networking across the organization  is not just a vision: it already works today Page  Example:  Social Network ...
634 technologies are already supported by knowledge networks of today's TechnoWeb Page  10 years of experience with Techno...
Our 6 rules for shifting TechnoWeb  from Web 1.0 to Web 2.0 Page  <ul><li>Keep the basics  of TechnoWeb which made TechnoW...
“ Elevator Pitch” for the Siemens-internal  social media tool TechnoWeb TechnoWeb: find people 1)  to get answers  Minimal...
TechnoWeb connects people and  supports the unplanned communication Personalized  dashboard (incl. activity stream of join...
Example of facts and figures supporting the vision  121 316 369 398 248 250 228 206 CT 192 Industry 161 Health Number of n...
Building bridges by knowledge networking –  the potential is enormous! Commuter Train Laboratory Diagnostics Power Distrib...
<ul><li>Balanced Innovation Management: you need both,  hierarchy  (top-down)  and network  (bottom-up) </li></ul><ul><li>...
<ul><li>Assoc. Prof. Dr. Michael Heiss   Global   Vice President for Knowledge, Innovation and Technology </li></ul><ul><l...
Thanks for copyrights of the visualization photos to: Page  “ Hierarchy” by Jurvetson   Eye Catcher for Visualizations in ...
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Innovation in an Enterprise 2.0

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Planary talk at ISPIM 2009:
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  • 13.2.09 * as „backup“ after slide 5 * success stories missing
  • Innovation in an Enterprise 2.0

    1. 1. Innovation in an Enterprise 2.0 Assoc. Prof. Dr. Michael Heiss Global Vice President for Knowledge, Innovation & Technology Siemens IT Solutions and Services © Siemens AG Austria 2009. All rights reserved.
    2. 2. Vision of an innovative Enterprise 2.0 Page „ Who has helped you in your professional work during the last 12 month“
    3. 3. <ul><li>How does innovation work? </li></ul><ul><li>How does Enterprise 2.0 support innovation? </li></ul><ul><li>How can Microblogging help? </li></ul><ul><li>Case study within Siemens </li></ul>Agenda „ Es ist die nicht quantifizierbare, sondern   nur erfühlbare Idealmischung aus fixen Vorgaben und kreativem Freiraum, die Jazz-Musiker zu künstlerischen Höchstleistungen antreibt.“  “ What drives jazz musicians to perform at their artistic best? It is that perfect, immeasurable mix of guiding principles and creative freedom which jazz musicians just develop a feel for.” Kurt Prohaska, jazz pianist, head of the Kurt Prohaska Trio and communication manager at Siemens IT Solutions and Services
    4. 4. 1st extreme: the one man show Page <ul><li>The CEO is the „all-knowing“ genius and innovator. </li></ul><ul><li>The rest of the company is just executing. </li></ul><ul><li>Cost effectiveness: up to 100% - no overhead </li></ul><ul><li>Risk: high – even perfect CEOs are not always right. </li></ul><ul><li>Entrepreneurship: yes! </li></ul><ul><li>Innovation culture: innovation cult instead of culture, top-down </li></ul><ul><li>Not scalable! </li></ul>
    5. 5. 2nd extreme: chaos Page <ul><li>Everybody tries to be the genius innovator. </li></ul><ul><li>Some are successful, some fail. </li></ul><ul><li>Cost effectiveness: down to 0% - not enough resources / experience / management power to be really successful. </li></ul><ul><li>Risk: high – not enough strategic guidance </li></ul><ul><li>Entrepreneurship: to small </li></ul><ul><li>Innovation culture: yes, but often pseudo bottom-up </li></ul>
    6. 6. Adapted 1st extreme: the central portfolio management department Page <ul><li>In large companies the CEO is no longer able to know everything better. </li></ul><ul><li>A central portfolio management department is supposed to do this job. </li></ul><ul><li>Cost effectiveness: theoretically high, practically often low (if not well enough integrated into the operative business) </li></ul><ul><li>Risk: medium/high – enough knowledge? Accepted by the operative units and countries? </li></ul><ul><li>Entrepreneurship: needs to be clearly defined </li></ul><ul><li>Innovation culture: low, top-down </li></ul>
    7. 7. Adapted 2nd extreme: networked innovators Page <ul><li>Everybody has the chance to know everything and to be an innovator </li></ul><ul><li>Cost effectiveness: medium </li></ul><ul><li>Risk: medium/low (if the network works well) </li></ul><ul><li>Entrepreneurship: works only if enough risk money is available </li></ul><ul><li>Innovation culture: high, bottom-up focussed </li></ul><ul><li>Very creative setting </li></ul>customers & partners
    8. 8. Enterprise 2.0: optimized interoperability of network / line management / small central functions Page <ul><li>Dynamic switching between network and hierachy. </li></ul><ul><li>Everybody learns what the ingredients of good innovations are. </li></ul><ul><li>Network : Innovation idea (“ Invention “) and support of implementation. </li></ul><ul><li>Hierarchy : Innovation realization (“ Innovation “) and strategy. </li></ul><ul><li>Cost effectiveness: optimized (if done right) </li></ul><ul><li>Risk: minimized (if done right) </li></ul><ul><li>Entrepreneurship: yes </li></ul><ul><li>Innovation culture: high, balanced: bottom-up and top-down, customer oriented </li></ul>switching customers & partners
    9. 9. Learning: be able to master both: hierarchy and network <ul><li>For Prof. Peter Kruse successful company leadership means: </li></ul><ul><li>“ ... that we should learn to differentiate between different phases of company activities. If a company is stimulating the search for inventions – to discoveries and the creative advancement of ideas – then it makes perfect sense that it always ‘switches’ to a rather more egalitarian network function. </li></ul><ul><li>Just suppose that the right idea’s been found; then the next stage is to realize it , to take the step from invention to innovation. And if you practice innovation you need to bundle your forces together. In other words you need to have a very precise way of proceeding and a hierarchical way of proceeding certainly fits that bill. </li></ul><ul><li>You shouldn’t think that networks are a way of replacing hierarchies. What happens is that functions become more specific. I have to be capable of mastering both of them .” </li></ul>Page W. Buhse, U. Reinhard (eds.): „DNAdigital - Wenn Anzugträger auf Kapuzenpullis treffen: Die Kunst aufeinander zuzugehen“, Whois Verlag; 1st edition, February 25, 2009, p.191. http://de.wikipedia.org/wiki/Peter_Kruse
    10. 10. <ul><li>How does innovation work? </li></ul><ul><li>How does Enterprise 2.0 support innovation? </li></ul><ul><li>How can Microblogging help? </li></ul><ul><li>Case study within Siemens </li></ul>Agenda „ Es ist die nicht quantifizierbare, sondern   nur erfühlbare Idealmischung aus fixen Vorgaben und kreativem Freiraum, die Jazz-Musiker zu künstlerischen Höchstleistungen antreibt.“  “ What drives jazz musicians to perform at their artistic best? It is that perfect, immeasurable mix of guiding principles and creative freedom which jazz musicians just develop a feel for.” Kurt Prohaska, jazz pianist, head of the Kurt Prohaska Trio and communication manager at Siemens IT Solutions and Services
    11. 11. Enterprise 2.0 and innovation: plan the unplanned Page <ul><li>Solely planned communication is not sufficient – you would never plan to meet somebody in a field which you do not know that it exists. </li></ul><ul><li>Plan the unplanned communication! </li></ul><ul><li>Classical formats: </li></ul><ul><li>External: e.g. customer advisory boards, conferences, fairs, journals, patents, universities, analysts… </li></ul><ul><li>Internal: e.g. innovations days, technology events – not just role-based but a good composition of both, management & experts </li></ul><ul><li>Today: travel restrictions in many companies </li></ul><ul><li>Enterprises 2.0 use social media tools like wiki, blog, micro-blogging, Xing, LinkedIn, Facebook, Flickr to laverage the unplanned communication </li></ul>
    12. 12. <ul><li>How does innovation work? </li></ul><ul><li>How does Enterprise 2.0 support innovation? </li></ul><ul><li>How can Microblogging help? </li></ul><ul><li>Case study within Siemens </li></ul>Agenda
    13. 13. Microblogging: lower barrier, higher frequency Page following interesting persons retweeting interesting messages non-public replies Continuous search on “Enterprise 2.0“ Continuous search on “Open Innovation” publishing 140 letters messages incl. link Number of Enterprise 2.0 tweets on June 11, 2009 25 20 15 10 5 0 00:00 04:00 08:00 12:00 16:00 20:00 24:00
    14. 14. Example: discovering the blog of Prof. McAfee (Harvard University) in less than 2 hours after he published it Page 25 20 15 10 5 0 00:00 04:00 08:00 12:00 16:00 20:00 24:00 2.0: Technology is used to broadcast information publicly to people both known and unknown 1.0: Technology is used to transmit information privately to known people Example from McAfee‘s blog at http://andrewmcafee.org/blog/?p=871 June 10, 2009: 18:13 McAffee, Boston 18:19 RT New Jersey 18:29 RT Canada 18:46 RT Singapore 19:01 RT San Francisco 19:10 RT Stuttgart 19:30 RT Washington 20:08 RT Vienna 20:25 RT Hawaii RT…retweet
    15. 15. Microblogging is… Page <ul><li>a dynamic social bookmarking tool (at least a typical use case of professional users) </li></ul><ul><li>helps to separate the business stream (mailbox) from the knowledge stream (twitter) : the business stream needs 100% be read, elements of knowledge stream: only if the subject looks interesting (and if you have time) </li></ul><ul><li>increases the communication frequency compared to full blogs as the barrier is much lower (less time required) and increases the private/collaboration/social aspect which is important for globally distributed teams </li></ul><ul><li>generates a digital activity stream which helps to identify implicit knowledge of experts </li></ul>
    16. 16. <ul><li>How does innovation work? </li></ul><ul><li>How does Enterprise 2.0 support innovation? </li></ul><ul><li>How can Microblogging help? </li></ul><ul><li>Case study within Siemens </li></ul>Agenda
    17. 17. The basic idea of TechnoWeb 2.0: identify implicit knowledge via the activity stream of the appropriate expert Page activity stream visible limited access data privacy not visible lower accessibility higher accessibility higher business value lower business value identifyable
    18. 18. Knowledge Networking across the organization is not just a vision: it already works today Page Example: Social Network Analyses at Siemens IT Solutions and Services System Development and Engineering „ Who has helped you in your professional work during the last 12 month“
    19. 19. 634 technologies are already supported by knowledge networks of today's TechnoWeb Page 10 years of experience with TechnoWeb <ul><li>Facts of TechnoWeb </li></ul><ul><ul><li>534 knowledge networks </li></ul></ul><ul><ul><li>8072 members </li></ul></ul><ul><ul><li>634 technologies </li></ul></ul><ul><ul><li>3366 network services </li></ul></ul><ul><ul><li>38 countries </li></ul></ul>Examples for knowledge networks within TechnoWeb: RFID, Green IT, Car-2-X, Security, DEMS, Architecture, Remote Service, Modeling, Semantic Systems <ul><li>Networks related to technology </li></ul><ul><li>Focus on networks of experts </li></ul><ul><li>Open for all </li></ul><ul><li>Very low costs for operation </li></ul>Key aspects of SIS TechnoWeb <ul><li>Trend setting: 31,6 % of TW members are already in Siemens top priority trends (analysis FY08) </li></ul><ul><li>Early/fast identification: Significant Improvement regarding availability/visibility of new technologies </li></ul><ul><li>Innovation: TechnoWeb members have a 7 times higher probability of a successful innovation idea. </li></ul><ul><li>Cost reduction: 0‘4 Mio € in FY2008 could be saved only by the TechnoWeb urgent requests </li></ul>Business impact <ul><li>start small and evolve continuously (business demand driven) </li></ul><ul><li>Hold barriers low for participation </li></ul><ul><li>Balanced bottom up / top down approach </li></ul>
    20. 20. Our 6 rules for shifting TechnoWeb from Web 1.0 to Web 2.0 Page <ul><li>Keep the basics of TechnoWeb which made TechnoWeb successful. </li></ul><ul><li>Identify those web 2.0 features which really add value to the users, do not include all possible new features. </li></ul><ul><li>Do not compete with other platforms but focus on smooth integration of existing solutions within the organization – e.g. Sharepoints, Blogosphere and Wikisphere. </li></ul><ul><li>Focus on networking/sharing the implicit knowledge and do not think that it is possible to explicit all the knowledge. </li></ul><ul><li>Don't forget that tooling is just 10% of the story – never forget the accompanying activities to build up a networking culture. </li></ul><ul><li>Start with a slim solution (minimal budget) which shapes the new identity of the TechnoWeb 2.0 application – additional features will be added later, if they add value. </li></ul>1 3 2 4 5 6
    21. 21. “ Elevator Pitch” for the Siemens-internal social media tool TechnoWeb TechnoWeb: find people 1) to get answers Minimal pre-requisite is to join a network once 2) 1) Do no t expect to find answers directly in TechnoWeb, but expect to find the experts who know the answer! 2) High activity level is not necessary . Part of the workplace of the future
    22. 22. TechnoWeb connects people and supports the unplanned communication Personalized dashboard (incl. activity stream of joined networks) Network pages, with member list, partner network list, activity stream Public profile pages of each user (incl. activity steam ) with news and RSS-feeds Urgent request + Tag /Technology page + Search page + integration of Sharepoints,wikis, blogs... Open to all Siemens employees
    23. 23. Example of facts and figures supporting the vision 121 316 369 398 248 250 228 206 CT 192 Industry 161 Health Number of networks with common participation <ul><li>Computational Fluid Dynamics (E,H,I,CT,SIS) </li></ul><ul><li>eCAR (E,H,I,CT,SIS) </li></ul><ul><li>Factory Planning (E,H,I,CT) </li></ul><ul><li>Innovation Strategy (E,I,H,CT,SIS) </li></ul><ul><li>Nondestructive Evaluation (E,H,I,CT) </li></ul><ul><li>Requirements Engineering (E,H,I,CT,SIS) </li></ul><ul><li>Usability (E,H,I,CT,SIS) </li></ul>277 SIS Energy Source: 672 networks from https://technoweb.siemens.com 12.4.2010 Examples: 112 145 160 134 121 One month after the official launch of TechnoWeb
    24. 24. Building bridges by knowledge networking – the potential is enormous! Commuter Train Laboratory Diagnostics Power Distribution Metering and Control Industrial Automation Systems Computational Fluid Dynamics Secure Software Development Linda Pollari Linda Pollari Fabrizio De Pasquale.
    25. 25. <ul><li>Balanced Innovation Management: you need both, hierarchy (top-down) and network (bottom-up) </li></ul><ul><li>Innovation needs unplanned communication: plan the unplanned </li></ul><ul><li>Enterprise 2.0 methods like microblogging support the unplanned communication and leverage the innovation capability </li></ul><ul><li>The most valuable knowledge is in the brain of the employees – this can be identified by their activity stream </li></ul>Conclusions „ Es ist die nicht quantifizierbare, sondern  nur erfühlbare Idealmischung aus fixen Vorgaben und kreativem Freiraum, die Jazz-Musiker zu künstlerischen Höchstleistungen antreibt.“  “ What drives jazz musicians to perform at their artistic best? It is that perfect, immeasurable mix of guiding principles and creative freedom which jazz musicians just develop a feel for.” Kurt Prohaska
    26. 26. <ul><li>Assoc. Prof. Dr. Michael Heiss Global Vice President for Knowledge, Innovation and Technology </li></ul><ul><li>Siemens AG Österreich Siemens IT Solutions and Services Gudrunstraße 11 1100 Vienna Austria Phone +43-5-1707-46560 Fax     +43-5-1707-56591 Mobile + 43-664-8855 1526 mailto: [email_address] </li></ul><ul><li>http://twitter.com/heisss </li></ul>Thank you for your attention! Page
    27. 27. Thanks for copyrights of the visualization photos to: Page “ Hierarchy” by Jurvetson Eye Catcher for Visualizations in Powerpoint Presentations Siemens AG Siemens Brandville “ In This Defence” by Adam Wise Eye Catcher for Visualizations in Powerpoint Presentations Siemens AG Siemens Brandville “ Hoe rain forrest” by Gerhard Käfer Eye Catcher for Visualizations in Powerpoint Presentations “ Networked Organizational Structure” by Michael Heiss Eye Catcher for Visualizations in Powerpoint Presentations “ Innovation” by Michael Heiss Eye Catcher for Visualizations in Powerpoint Presentations “ TechDay 07” by Helge Süß
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