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Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
Responsible Corporate Problem Solving -  a Siemens case study | IEEE International Technology Management Conference - The Hague
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Responsible Corporate Problem Solving - a Siemens case study | IEEE International Technology Management Conference - The Hague

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Abstract of paper: A high maturity in corporate problem solving is a competitive advantage. Companies seek to use …

Abstract of paper: A high maturity in corporate problem solving is a competitive advantage. Companies seek to use
the wisdom of the crowd they have internally. One approach is to enable the employees to publish
a so-called Urgent Request. For a quick and high-quality response it is helpful to distribute such an
Urgent Request either to a high number of employees (broadcasting) or to target the message to
those employees which have the highest probability to answer (target messaging). The first
approach usually causes crowd fatigue. Therefore we focus on the target messaging approach and
demonstrate how this more responsible usage of notifications can reduce the number of
notifications by an order of magnitude with almost no loss of the response rate. This paper presents
the real-life data of the semantic target messaging algorithm of TechnoWeb, a Siemens-internal
social media platform for corporate problem solving.

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  • 1. Responsible Corporate Problem Solving -a Siemens Case Study with TechnoWeb 2.0IEEE The Hague - June 2013Isaac Newton Acquah1
  • 2. www.freshtracks.co.uk2
  • 3. In the beginning…. there was TechnoWeb3
  • 4. commons.wikimedia.org4
  • 5. What is an Urgent Request?5
  • 6. 6
  • 7. http://www.wordle.net/createLocations on TechnoWeb Today7
  • 8. http://www.wordle.net/createPositions on TechnoWeb Today8
  • 9. "Isolatedknowledgeislands"Organizationaland hierarchicalBusinessprocess- andproject specificinformationLocal, time,cultural andlanguageBarriers exist in large organizationsTechnoWeb breaks down those barriers9
  • 10. Barriers exist in large organizationsTechnoWeb breaks down those barriers10"Isolatedknowledgeislands"Organizationaland hierarchicalBusinessprocess- andproject specificinformationLocal, time,cultural andlanguage
  • 11. 11
  • 12. commons.wikimedia.orgEverybody gets the Urgent Requests12
  • 13. Imagine…13
  • 14. www.missoulakiwanis.com14
  • 15. Semantic Solution15
  • 16. Urgent Request tagging16
  • 17. commons.wikimedia.orgTargeted Messaging1717
  • 18. 18
  • 19. Precision RecallTechnoWeb Business slider19
  • 20. 2013Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan2010 2011 2012SimulationBroadcasting Target MessagingResearch Timeline20
  • 21. Findings: Ratio of answeredUrgent Requests2192% 93%96%92% 91%87%93% 92%87%0%10%20%30%40%50%60%70%80%90%100%Fourth Quarter2010First Quarter2011Second Quarter2011Third Quarter2011Fourth Quarter2011First Quarter2012Second Quarter2012Third Quarter2012Fourth Quarter2012Broadcast Targeted Messaging
  • 22. 227,91110,48515,823 18,16622,38824,50105,00010,00015,00020,00025,00030,0000100,000200,000300,000400,000500,000600,000700,00010/201011/201012/201001/201102/201103/201104/201105/201106/201107/201108/201109/201110/201111/201112/201101/201202/201203/201204/201205/201206/201207/201208/201209/201210/2012NumberofUrgentRequestNotificationsBroadcastTarget MessagingCommunity SizeFindings: Notifications sent out
  • 23. 30.9015.307.404.5026.408.804.102.900.005.0010.0015.0020.0025.0030.0035.00€ 1 000 € 10 000 € 50 000 € 250 000SpamReductionFactorSimulation of the Semantic Target Messaging Algorithm (n=138)Real Life Performance of the Semantic Target Messaging Algorithm (m=477)Findings: Spam Reduction23
  • 24. 2.711.711.18 1.180.584.052.041.09 1.080.900.000.501.001.502.002.503.003.504.004.50€ 1 000 € 10 000 € 50 000 € 250 000 € 1 000 000ConversionRate(perthousand)Simulation of the Semantic Target Messaging Algorithm (n=138)Real Life Performance of the Semantic Target Messaging Algorithm (m=477)Real Life Performance of the Old Broadcasting Mechanism (n=138)Findings: Conversion Rate24
  • 25. Saved emails from the new system in a 1 year, 4months period…8 235 786(October 2011 and January 2013)25
  • 26. EmployeesSaved Costshttp://wallboom.com/smiley-faces-on-twitter.htmlPositive side effects26
  • 27. 27ThomasMayerdorferClemensWienerDr.MichaelHeissIsaacNewtonAcquahMeet the teamDr.ManfredLangen
  • 28. Work ExperienceAbout me: Isaac Newton Acquah IIIacquah@mercurypuzzle.comat.isaacnewtonacquah.linkedin.comtwitter.com/isaacnewtonIIIGet in touch28Education

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