Ideation at CSC for Open Innovation Day 2012 Stockholm

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In this presentation, Howard Smith explains how CSC built a powerful internal ideation program of employee engagement challenges and jams. This was presented at Open Innovation Day, Stockholm, 2012.

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  • Each day of DSO equals $16M dollars per annum. Accumulative reduction over 12 months range between 4 and 11 DSO days ($64M to $176M).Ideas that can reduce DSO over next 12 monthsImmediate (0 to 3 Months) 1 to 4 DaysShort-Term (3 to 12 Months) 3 to 7 DaysAudience: 2300 cross functionalActive participants: 317Ideas: 182Comments and other reviews: 334Votes: 1789Hits on site: 39941
  • Three more innovation patterns that we have addressed includeBest Candidate Candidates + Questions = DecisionCompetitionCandidates + Criteria = Winners3. Continuous ImprovementProcess + Exceptions = Insight to Improved Process
  • A significance ‘covert’ objective for the ideation was for the leader to signal in very strong terms that everyone was required to focus on the issueThe problem was one of the top five agenda items for the leader of the of the business unitThe problem had a well defined ‘owner’ and they could ‘act’ on resultThe team did far more than just ‘open’ a suggestion boxA short consulting project with searching questions for the key stakeholders identified the right ‘starting point’ for ideationThis written analysis were the inputs to the ideation design processNot just collecting ideas, but evaluating them against a scorecardThe evaluation team used the process to make formal recommendations on each idea (in this case constructing a timeline)Final decisions were taken, and implemented, based on aggregated recommendationsThe context, significance and background to the problem were explained in the challenge communications – including the consequences of not achieving a resultA significance ‘covert’ objective for the ideation was for the leader to signal in very strong terms that everyone was required to focus on the issue
  • Ideation at CSC for Open Innovation Day 2012 Stockholm

    1. 1. 4/9/2014 3:17 PM 6029-09_CSC 1 Case Study: Ideation & Jams @CSC A 21st Century Suggestion Box Howard Smith Glen Hoffherr An Enterprise Ideation Portal
    2. 2. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 2 Business Change projects ... Walk of the Living Dead! MURKY MIDDLE THROW IT OVER THE WALL PROJECTS: THE WALK OF THE LIVING DEAD VALLEY OF DEATH EXECUTIVE MOODSWINGS BLAME GAME FUZZY FRONT-END DECISIONS AT THE TWISTED GATE ONE-MAN-BAND PORTFOLIO MASTER CORPORATE AMNESIA Source: Imaginatik, inventor of enterprise idea management
    3. 3. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 3 CSC cash flow ideation as reported by CFO Challenge: Day Sales Outstanding (DSO) reduction Duration 8 weeks Review team: 27 experts The Ideation event resulted in reduction of DSO by at least 4 days ($64M/annum), po ssibly twice as much, over 12 month period Audience: 2300 cross functional Active participants: 317 Ideas: 182 Comments and other reviews: 334 Votes: 1789 Hits on site: 39941
    4. 4. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 4 Ideation „event‟ concept Creating value through employee and customer engagement Identify the problem & owner Detail the challenge & audience Launch Capture ideas Build out ideas Evaluate and review Conclusions and decisions ? ?
    5. 5. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 5 Ideas as …… Products, Services, Strategies, Risks, Problems … ?? ?? ?? 1. Problem + Ideas = Solution 2. Situation + Insights = Better Knowledge 3. Portfolio + Ideas = Updated Portfolio New ideas, Improvement ideas, Contrary ideas … Three patterns for using ideation ....
    6. 6. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 6 Leaders create the conditions for convergence • Do not „fish‟ for ideas • Collective Intelligence requires an additive ideation process • Ideas as additive contributions • Contributing to a solution, a goals, a challenge ...
    7. 7. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 7 The „Triage‟ or „Funnel‟ analogy is not always helpful in understanding ideation ?? Ideation is not about picking winners or top ideas ....many events are additive Ideas should not compete with one another, but add to an emergent picture, e.g.: Fleshing out details ... of a problem ... of a solution ... of a product design ... of a marketing campaign A few winners ... Everyone wins and contributes
    8. 8. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 8 Three more patterns we use ?? ?? ?? Qualification Competition Improvement Candidates + Questions = Decision Candidates + Criteria = Winners Process + Exceptions = Insight for Improved Process
    9. 9. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 9 The process in greater detail 1. A leader wants to solve a problem or get some new ideas so they … 2. Stimulate a targeted community … 3. With communications, challenges, seed ideas, conditions for action
    10. 10. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 10 The process in greater detail ! Raw ideas Idea building/ peer review Developing ideas 1. A leader wants to solve a problem or get some new ideas so they … 2. Stimulate a targeted community … 3. With communications, challenges, seed ideas, conditions for action
    11. 11. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 11 The process in greater detail ! Raw ideas Idea building/ peer review Developing ideas „Formal‟ review/ stage-gate Reviewed ideas Review/ Evaluation/ Facilitation team Subject Matter Experts Idea categorization/ recommendations Evaluation e.g. scorecard 1. A leader wants to solve a problem or get some new ideas so they … 2. Stimulate a targeted community … 3. With communications, challenges, seed ideas, conditions for action
    12. 12. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 12 The process in greater detail ! Raw ideas Idea building/ peer review Developing ideas „Formal‟ review/ stage-gate Reviewed ideas Idea bucketing/ Conclusions/ Decisions Review/ Evaluation/ Facilitation team Subject Matter Experts Idea categorization/ recommendations Evaluation e.g. scorecard  Assign responsibility  Action plan  Track Decision/ action team 1. A leader wants to solve a problem or get some new ideas so they … 2. Stimulate a targeted community … 3. With communications, challenges, seed ideas, conditions for action
    13. 13. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 13 A typical ideation event launch sequence Event Design Ideas Generation Idea Development ConclusionsReviews Purpose Examples Selection criteria Populations Recognition Sponsorship Communication Communication Encouragement Re-enforcement Sponsors & stakeholders set objectives Employees, e xperts or externals are invited to participate Review team & experts guide best ideas to develop Review team leaders conclude the event in terms of outcomes Categorise Publicise decisions Next steps Allocate responsibility Comments Peer reviews Expert reviews Final reviews Public comments Event launch Review team evaluates, sco res & formally reviews ideas Configure Portal Portal supports process throughout Best ideas transition to projects
    14. 14. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 14 Best practice template for designing ideation events
    15. 15. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 15 Touches Many/All Areas F&A – Accounting F&A - Cash Operations (Billing & Cash Collections) F&A – Contracts F&A - Contract Close-out and final billing F&A - Program Control F&A – Subcontracts New Business Acquisition IT Systems Sr. Operations Management Program/Project Management Presidents and VPs Sterling Service Center Senior NPS Management Other Area - specify in idea description
    16. 16. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 16
    17. 17. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 17 Problem-challenge definition is a critical step • The right questions • The appropriate decision process • The appropriate evaluation process • A convergent design • A committed team 1. Interview sponsor, problem owner
    18. 18. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 18 Problem-challenge definition is a critical step • The right questions • The appropriate decision process • The appropriate evaluation process • A convergent design • A committed team 1. Interview sponsor, problem owner 2. Distribute problem definition questionnaire (PDQ) to those with insights/ the involved
    19. 19. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 19 Problem-challenge definition is a critical step • The right questions • The appropriate decision process • The appropriate evaluation process • A convergent design • A committed team 1. Interview sponsor, problem owner 2. Distribute problem definition questionnaire (PDQ) to those with insights/ the involved 3. Agree with sponsor/ problem owner
    20. 20. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 20 Problem-challenge definition is a critical step • The right questions • The appropriate decision process • The appropriate evaluation process • A convergent design • A committed team 1. Interview sponsor, problem owner 2. Distribute problem definition questionnaire (PDQ) to those with insights/ the involved 3. Agree with sponsor/ problem owner 4. Start the ideation project
    21. 21. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 21 Ideation Is Not All About „Innovation‟ Marketing - market opportunities, potential new offerings, red uce cost of slogans, bran d names, etc New Product Development - new product concepts, identifying potential market opportunities, supporting the front-end of the product development process Research & Development - technology solutions, application s for existing or new technology, improve efficiency of R&D process, project evaluation Finance cost reduction and process improvement, structu red tool and process for the company, solve specific, time critical problems, create sustainable competitive advantage through ongoing commitment to innovative work on small improvements that competitors find hard to replicate Sales identify new selling opportunities, explore new markets, impro ve selling process and interaction with the rest of the firm and with customers Channel how to leverage partners, agents, etc
    22. 22. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 22 Analysis of Over 1000 Ideation Events Customer Service – identify opportunities to improve customer service, tap into customer insight and feed into the R&D, marketing and sales process, create differentiators through service Manufacturing – cost reduction, process improvement, sharin g best practices Supply Chain & Procurement - how to tap into the supply chain for improvements, c ost reductions, and ways of adding more value through supplier-driven innovation HR – supporting general employee engagement goals, resolvin g issues from employee surveys Legal – ensure follow good process, pro tect intellectual property, str eamline IP process Executive - involve employees in strategy to promote alignment and buy- in, address specific executive challenges, su pport search for large breakthrough type innovation initiatives for growth
    23. 23. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 23 9 more examples of successful ideation projects at CSC CSC Greenway Sponsored by a panel of Presidents/VPs 90,000 Employees invited 200 Review Team members Result: Establishment of www.csc.com/greenway Cash Flow Optimization Sponsored by CFO of largest CSC unit 2000 participants 20 person evaluation team Result: Savings $64 to $128/annum CEO Challenge Sponsored by CEO Part of CSC 50th celebration All employees invited 2000 ideas developed Integrated to Senior Leader conference Result: 3 new strategic initiatives SEEDS Sponsored by Office of Innovation Tech Topic based „events‟ throughout year Growing database of “SEEDS” Result: awareness, education Spinoff: popular Serendipity all staff Newsletter R&D Tax Rebates Sponsored by B.Unit CFOs 500 Architects invited Return: $50K to bottom line Repeated in other BUs Elephants in the Room Sponsored by VP Culture Change Pre-CSC Annual Conference ideation 1500 Attendees invited Result: Defined CSC Culture Change program Sales Transformation Sponsored by President Sales & Marketing Sales community engagement/change 5000 Global Sales community invited Result: Firm basis for Sales Transformation Global Customer Echo Sponsored by ideation program Employees invited to speak for their client 90,000 Employees Result: Input to BU change programs Risk Register Update Sponsored by Chief Audit Officer Secure ideation “Director” level and above 350 Senior Leaders invited Result: Updated CSC Risk disclaimers
    24. 24. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 24 Ideation events must be targeted and convergentDegreetowhich challengeistargeted Degree to which challenge is convergent “Got any ideas?” “What ideas do we have around topic T? “What ideas do we need? Why? How will we get them? Do the part come from different sources? What perspectives need to be included? ..... Etc.” “What T ideas do we need to achieve our goal G in time X with resources Y under constraints C?” Design the collaboration in all details to get the ideas we need: - Target - Communications - Community - Process - Etc.
    25. 25. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 25 Divergent question We need new ideas – click here to submit
    26. 26. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 26 Additive question We need ideas that could help us get closer to our objective X
    27. 27. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 27 Additive (improved) Can you improve this idea? Enter ideas that help us flesh out all the details we need, such as A, B, C and D
    28. 28. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 28 Convergent challenge Our objective is X. We must achieve milestone M by date D using resources R under constraints L. The types of ideas we need are T. The kinds of ideas we don‟t want are N. When you enter your idea, please supply information A, B and C. We‟ll be evaluating the ideas like this E. Ideas will progress to the next stage if they meet criteria C. The decisions we will take are either P, Q, R or S.
    29. 29. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 29 Event design drives everything Convergence The process by which the community helps „build out‟ the ideas The evaluation criteria The nature of recommendations by your experts The stages of development of ideas The decisions you will take to move ideas to the next stage Who you invite How you invite them The challenge you give them The types of ideas you do and do not want The content of the ideas you need
    30. 30. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 30 The sponsor‟s objective is NOT the same as the question he should give to the community I need to grow the business by $100M To community: Do you have any growth ideas?
    31. 31. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 31 Asking indirect questions often yields significantly more ideas and higher quality ideas I need to grow the business by $100M To community: Why are not growing fast enough?
    32. 32. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 32 Other ideation techniques Covert questioning • The question is stated in ways that solicit additional information • The community is not aware they are providing the additional information Social engineering • Posing the question itself sends a signal to the community • The sponsor may be wishing to send a signal about future employee behavior “What is the most important single thing we can do to achieve our objectives?” “What will happen if we don‟t act on your idea?” “What can we do to be more customer intimate?” “What can you personally do to help in your role?” Examples ...
    33. 33. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 33 Good Leader Knows why they are asking for new ideas, has well defined goals, time, resource inputs and constraints They are ready to act in a timely fashion if the rights ideas are found They pre-budget for the implementation project, even ahead of the event They don‟t build up a body of ideas „just in case‟ They know that one event does not create an ideation program in support of their organizations objectives The success of ideation depends largely on the leader The time spent in design is worthwhile – but only to the extent the event is mission critical
    34. 34. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 34 Poor Leader Wants to launch ideation tomorrow – is frustrated by any delay Looks to ideation as a last resort Believes that ideas are „out there‟ if only they ask Fishes for any and all ideas, hoping for results Thinks that just asking is enough The success of ideation depends largely on the leader A little „fishing‟ is ok, as long as the sponsor understands that is what they are doing!
    35. 35. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 35 What made the CSC cash flow event work? High Priority Defined Owner More than Open Suggestion Box Ideation Design Process Evaluation Against Scorecard Formal Recommendations Decisions Implemented Decisions Explained Focused Organization On Issue Right Starting Point
    36. 36. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 36 How does “social” fit in? Idea platform top down Social platform bottom up Conceptual centre the “idea” and the “process” The two solutions have very different conceptual centers and profound differences of functionality Conceptual centre the “connection” and the “community” Business Initiatives Employee Communities Communitygrowsthroughideamanagement Ideasgrowthroughcommunitymanagement
    37. 37. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 37 Where is the technology going? • The solutions are evolving – Idea platforms are evolving to add social functionality – Social platforms may be evolving to add idea functionality • An incoherent strategy is unwise – Technical integration challenges – “Attention” challenges from competing initiatives – Need for governance, process, ergonomics and architecture • Enterprises are learning – Companies are learning how to deploy idea management as their primary collaboration platform – Others use idea management to complement a social platform • Take your pick – IT leaders love „social networks‟ – turn on and forget – Business leaders prefer „idea management‟ because they have projects to run and need results
    38. 38. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 38 Innovation management platforms • A small number of leading solutions • Many niche/trivial solutions • Look for an end-to-end solution – Communication, engagement, ideation, evaluation, stage-gate, decisions, action assignment, tracking, measurement of results (long term), closed loop best practice development • Workflow + collaboration • Business process agnostic – Any “Business Initiative” management – Sales, marketing, R&D, HR, best practices, CEO/leader special projects, launch innovation, competitive response, customer echo, open innovation, customer service, voice of employee, strategy planning, investigation/audit, NPD, six sigma/lean, future planning http://www.imaginatik.com/ http://www.spigit.com http://www.hypeinnovation.com/ http://www.brightidea.com/
    39. 39. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 39 Complementary methods and tools • Text mining can amplify understanding of the ideation conversation • Locating thematic centers, pinpointing hidden or outlier themes • Root cause analysis can verify the plan for moving forward beyond the top ideas www.triviumsoft.com www.southbeachinc.com
    40. 40. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 40 Contact details • Howard Smith led the development of CSC‟s “Collective Intelligence” (ideation, crowdsourcing) program from its outset in 2006 to 2011 – During this period the program delivered $500M in audited value to the company • Smith is the author of the widely referenced white paper What Innovation Is – How Companies Create Operating Systems for Innovation • A case study and pack of additional information is available upon request https://twitter.com/smithh https://www.linkedin.com/profile/view?id=9859 howard_smith@csc.com
    41. 41. 4/9/2014 3:17 PM 6029-09_CSC 41 Ideation with our clients Four examples of „open innovation‟ patterns: Details removed for confidentiality
    42. 42. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 42 Open Innovation objectives come in all shapes and sizes • Not knowing what the problems are or where they reside • Not knowing which are the most important problems to focus on • Facing a lack of consensus about the need to solve a problem • Knowing what the problem is but not knowing what the best solution is • Knowing what the solution is, but not knowing how best to implement it • Choosing between multiple solution options • Facing a lack of consensus about the need to deploy a solution • Needing more detailed knowledge to clarify a fuzzy problem or solution • Problems tied up in parts of the organization outside of your control • Removing barriers – hard or soft - to implementation of a solution • Having clear objectives – but not knowing what the next step is • Difficulty communicating through layers of management
    43. 43. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 43 1. Impossible problems 1.A small multi- organizational domain team, set out challenges which … 2.Are promoted to experts in each org, thereby … ! 3.Eliciting some promising ideas which … 5. Leads to the selection of promising ideas that can be … 4.Are evaluated by a joint review team, which … 6. Evaluated by a larger implementation review team …
    44. 44. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 44 2. Expertise on demand ? 1.Some experts cannot be full time on an important project, so they... 2.Make themselves available remotely, which... 5.Eliciting some responses... which lead to more engagement and access with projects that need that expertise 4.Which the experts answer, thereby.. . ! 3.Allows the projects that need them to have direct access for questions …
    45. 45. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 45 3. Shared challenges ? 1.A program is in a fix and needs real help, so they... 2.Pose a hard challenge which... ! 5.Eliciting some specific ideas, which... 6.Helps the project 3.Is shared very widely … 4. Possibly including partners and suppliers
    46. 46. Collective Intelligence 4/9/2014 3:17 PM 6029-09_CSC 46 4. Collaborative solution development 1.A joint venture team wants to develop a solution so they … 2.Pose challenges, which are given to … ! 5.Creating collaborative working on solutions together which … 7.Helps meets the objectives for the joint venture !Joint venture solution development team 3. Experts in one partner and … ! 6. Leads to jointly owned ideas for solutions which … 4. Experts in another partner
    47. 47. 4/9/2014 3:17 PM 6029-09_CSC 47 More information via hsmith23@csc.com www.csc.com

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