Triple helix-ig-presentation

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These are the slides from my presentation at the Triple Helix IX conference, July 11-14, 2011 at Stanford.

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  • Image URLS:Triple Helix Picture: http://www.triplehelixconference.org/wp-content/uploads/2011/05/th9poster1-232x300.jpg
  • This is a sample of the chat logs from a set of games we played for VersionOne to prioritize their strategic backlog.
  • Tobias, we’ll show these one at a time.
  • Triple helix-ig-presentation

    1. 1. Using Innovation Games® Online to Reach Consensus in Distributed Triple Helix Teams<br />Luke Hohmann<br />Founder and CEO <br />The Innovation Games® Company<br />Twitter: #innovgames<br />
    2. 2. The Process: Ideation, shaping, Prioritizing, Acting <br />Innovation Requires Others<br />Distributed Teams Need Tools<br />
    3. 3. How Do I Help My City Grow?<br />http://www.richardsilverstein.com/tikun_olam/wp-content/uploads/2008/11/jonah-art-model-of-small-city-700px.jpg<br />
    4. 4. What Creates, Causes, Enables, and Promotes Innovation?<br />
    5. 5. Remember, we’re talking innovation. <br />Invention isthinking up cool stuff. Innovation is successfully applying the inventions in practice.<br />
    6. 6. Collaborative Innovation Lies In Spaces<br />Innovation<br />Innovation<br />Innovation<br />
    7. 7. 7<br />Let’s Find Out Who You Talk With<br />Draw a circle. Write your name in the center of the circle.<br />Pick a Triple Helix project you’ve worked on or studied. <br />Write the names of people you collaborated with on this project around the circle. Draw the web of these relationships as you see it. Use different line weights and colors to represent good/bad communication.<br />Spider Web<br />
    8. 8. 8<br />Let’s Do It Again<br />Draw a circle Write your name in the center of the circle.<br />Using your first diagram as a guide, replace the names of the people with their Triple Helix roles. Use different line weights and colors to represent good/bad communication.<br />Spider Web<br />
    9. 9. Collaboration is more than talking…<br />
    10. 10. So, what’s Collaboration?<br />Collaboration is a recursive process where two or more people or organizations work together in an intersection of common goals — for example, an intellectual endeavor that is creative in nature—by sharing knowledge, learning and building consensus.<br />Thanks, wikipedia!<br />
    11. 11. It’s not the platform<br />But tools and platforms are important!!!<br />
    12. 12. Is it about me?<br />https://jazz.net/downloads/pages/rational-team-concert/2.0/M3/images/apt_tempo.png<br />It’s not about me… but I am important…<br />
    13. 13. It’s not “sharing”<br />But we need to share to collaborate.<br />http://www.inf.unisi.ch/postdoc/lelli/imgIndexArticle/social_network.jpg<br />
    14. 14. It’s <br />not <br />notifications<br />But notifications are important.<br />But we need to be notified of changes.<br />
    15. 15. It’s not just “talking”<br />
    16. 16. Maybe…It is the tools?<br />
    17. 17. Collaboration DOES Need Tools<br />Same<br />Time<br />Different <br />Time<br />collocated<br />distributed<br />
    18. 18. Innovation Games® are Serious Collaboration Tools.<br />
    19. 19. What Are Innovation Games®<br />Innovation Games® are serious gamesthat solve a wide range of product strategy and management problems across the market lifecycle.<br />They are played: <br /><ul><li>with customers & internal stakeholders
    20. 20. online or in-person
    21. 21. within or across organizational units
    22. 22. in single or multi-game formats</li></li></ul><li>Not Silly Like Water Park<br />Not Humor <br />Like Joke<br />
    23. 23. More Like<br />Settlers of Catan & Euchre<br />Meet Business<br />
    24. 24. Play<br />Pleasure<br />Not Work<br />(Leisure)<br />External Goals<br />Internal Goals<br />Work<br />Not-Pleasure<br />Not-Play<br />Adapted from http://it.coe.uga.edu/~lrieber/resources/blanchardmodel.gif<br />
    25. 25. And yes, it is FUN<br />Chat log extracts from three games played to prioritize a product backlog.<br />
    26. 26. Innovation and Collaboration Goals<br />Improve<br />Marketing <br />Messages<br />Prioritize<br />Project <br />Portfolio<br />NPD<br />Manage <br />strategic <br />roadmaps.<br />Identify <br />New Products<br />Identify Product<br />Enhancements<br />Determine Product Interactions<br />Train <br />Sales Teams<br />Prioritize Epics<br />NPD<br />
    27. 27. Enterprise Goals ARE Verbs<br />
    28. 28. Verbs mean ACTION<br />
    29. 29. To take Action we need to:<br />Create goals and/or equifinal meanings<br />Reduce ambiguity<br />Reduce equivocality<br />Identify, distribute, perform, integrate, verify…<br />
    30. 30. Special Communication Problems in Distributed Teams<br />Language<br />Culture<br />Cold communication<br />Time shifting takes a toll<br />
    31. 31. Innovation Games® Case Studies<br />
    32. 32. San Jose, CA Budget Games<br />
    33. 33. Chief Intellectual Property Officer<br />Beatrix de Russé, Thomson <br />Marshall Phelps, Microsoft<br />Rob Sterne, SKGF<br />Anne Culotta, Halliburton<br />Damon Matteo, PARC<br />
    34. 34. Scrum is an agile framework for completing complex projects. Scrum originally was formalized for software development projects, but works well for any complex, innovative scope of work. <br />The ScrumAlliance hired The Innovation Games® Company to research member needs. <br /><ul><li> 5 Games
    35. 35. 35 participants
    36. 36. 100 potential apples
    37. 37. 81 unique apples
    38. 38. Rich online discussions
    39. 39. Each game ~1 hour</li></li></ul><li>HEALTH TO HEALTH CARE – HEALTH AS TEAM SPORT<br />Field: Football Field divided into Health Sectors called “Indicators”.<br />Indicators: Actions in the game will reflect the Status of Health. Moving across the field records a change in status depending on the scenario. A Layer with Action Indicators can be turned on and off during play.<br />EXAMPLE TO OTHERS<br />THRIVING<br />GREAT HEALTH<br />GOOD HEALTH<br />1ST SIGN OF ILLNESS<br />SERIOUS ILLNESS<br />CRITICAL<br />SUFFERING & DEATH<br />22<br />22<br />Field with Indicators<br />Field w/o Indicators<br />1<br />RED = HEALTHY Choices, Outcomes or Decisions<br />WHITE = NEGATIVE Influences, Outcomes or Decisions<br />FOOTBALL = INDICATOR OF HEALTH of the person or family<br />Michael Dinneen, M.D. <br />Director, Office of Strategy Management<br />Military Health System <br />
    40. 40. A GAME IN PROGRESS<br />Item Information:<br />Players fill in a description of the Role & Action when the play is started or changed<br />Track Team Players / Plays<br />= Total minus # on the field<br />Player Action Detail<br />Players move in 1 +<br /> “Roles / Situations”<br />to Aid or Counter HEALTH<br />CHAT DURING THE GAME<br />All PlayerActionscaptured as the game progresses<br />
    41. 41. How Do I Help My City Grow?<br />http://www.richardsilverstein.com/tikun_olam/wp-content/uploads/2008/11/jonah-art-model-of-small-city-700px.jpg<br />
    42. 42. Our 3-Step Process<br />Ideation<br />Shaping<br />Prioritizing<br />Open-ended, collaborative innovation. <br />E.g. Prune the Product Tree to collaboratively generate ideas.<br />Collaboration <br />tools (such as wikis and forums) to shape ideas.<br />E.g., Google docs<br />Picking High ROI Projects / Features.<br />E.g. Buy a Feature tournaments to collaboratively prioritize projects and take action. <br />
    43. 43. Prune the Product Tree: City Growth<br /><ul><li>Draw a tree. It represents the growth of your city.
    44. 44. Add current ideas on how to grow as apples and apples.
    45. 45. 5 to 8 stakeholders shape the “growth” of your offering.
    46. 46. Captures very rich information about perceptions of the future, timing of new concepts, balance, and relationships among ideas.</li></ul>Understand the <br />evolution of your offering.<br />
    47. 47. Prune the Product Tree Online: Preparing<br />Planners select the kind & number of items that can be placed on the image during the game. <br />Planners choose images to represent growth.<br />Planners define layers and regions so that they will know where players are placing their ideas. <br />
    48. 48. Place Initial Items<br />Any existing ideas or roadmap items are placed on the tree. <br />
    49. 49. Playing the Game!<br />Players collaborate in real-time to place features/benefits (leaves/apples) on the tree.<br />All information is recorded and available for analysis<br />An integrated chat facility enables you to understand player motivations.<br />Players label and describe their ideas<br />
    50. 50. Create Interpretations from the Results of Multiple Games<br />Interpretation<br />Game 1 Results<br />Game results are merged into a new game – which you can edit and shape, further process, or play with additional players. <br />Game 2 Results<br />
    51. 51. Step 2: Collaborative Shaping<br />Once ideas have been identified they are shaped by the project/product teams into a backlog<br />Existing tools, such as shared wikis, shared documents, emails, and chats, help teams shape concepts<br />The process typically produces a candidate list of projects and/or product features that is greater than available resources<br />local project<br />expensive project<br />big project<br />other project<br />another project<br />the other thing<br />“infinite” portfolio<br />
    52. 52. Step 3: Collaborative Prioritization<br />Goal? is to take large list and prioritize to a manageable set.<br />use case<br />bug fix<br />arch change<br />do this<br />do that<br />the other thing<br />Where is the <br />“Voice of the Customer?<br />“infinite” backlog<br />
    53. 53. Innovation Game® Buy a Feature<br />A list of 12-20 items (projects) are described in terms of benefits and cost<br />5 to 8 invited stakeholders given limited “budget”, must reach consensus on projects to “buy”<br />Captures very rich information about customer motivations, trade-offs, objections, actual collective needs<br />In-person<br />Provides rich opportunity for “new” ideas<br />Online<br />Captures data for sophisticated analysis of preferences<br />Preliminary trials indicate faster/more accurate results than traditional tools<br />Collaborative Prioritization of Key Ideas<br />
    54. 54. Buy A Feature Online - Preparing<br />A list of features with prices. This example is for product concepts for a pair of internet sunglasses<br />“Shirt Sizes” help you quickly price your features – or you can enter a price directly!<br />
    55. 55. Buy A Feature Game Play<br />Participants.<br />Planner sets their budget.<br />Highly desired items are purchased.<br />Participant bids.<br />An integrated chat facility enables you to understand participant motivations. Here, we learn that participants dislike learning a rental car’s navigation system. <br />
    56. 56. Buy A Feature Online - Results<br />Results of many games played, sorted by number of times purchased.<br />
    57. 57. Many Ways to Play: Parties, Galas, and Tournaments<br />
    58. 58. Tournament Structure<br />“Winning” items are promoted each game.<br />Items that win the final game are the most valued items. <br />Play multiple tournaments with random placement of items to control for bracket strength.<br />
    59. 59. Tournament Case Study: VeriSign Global Customer Support<br />
    60. 60. Let’s Play!<br />http://www.richardsilverstein.com/tikun_olam/wp-content/uploads/2008/11/jonah-art-model-of-small-city-700px.jpg<br />
    61. 61. To Learn More…<br />We’re happy to help you learn how Innovation Games® can help you solve complex problems. <br />Luke Hohmann<br />Founder & CEO<br />The Innovation Games® Company<br />cell: (408) 529-0319<br />lhohmann@innovationgames.com<br />Innovation Through Understanding®<br />

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