Optimizing Social Innovation

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Social Innovation, a grassroots approach to innovation management, is proving to be a valuable complement to traditional, top-down methodologies of managing innovation. It is, however, relatively new and inherently less
structured than traditional methodologies. As a result, innovation leaders often find it difficult to measure performance and evaluate health of their
innovation communities.

This presentation first defines social innovation. It then defines a set of social metrics that can be measured and used as the leading indicators of success of social innovation efforts.

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  • Art coming from Shannon.
  • Final to come from Rick.
  • Optimizing Social Innovation

    1. 1. OPTIMIZING SOCIAL INNOVATION Padmanabh Dabke nabh@spigit.com Twitter: @nabhulous Blog: http://blog.nabhulo.us
    2. 2. The Cereal Innovator
    3. 3. The Cereal Innovator  Idea originally proposed by a facility manager  Evolved based on input from other employees and market research  Took 3 years to develop – most of the time spent searching for the concept
    4. 4. Social Innovation Bottom-Up approach to innovation that relies on business communities to propose, evolve, filter, and rank ideas in order to improve the top line (new products & markets), the bottom line (cost savings, process efficiencies) and everything in between (employee morale, customer satisfaction)
    5. 5. Flavors of Open Innovation Transparency
    6. 6. Open Is Now Possible: Technology & Culture of Openness 6 Table Excerpt from A Whole New Mind - BY DANIEL H. PINK Table Excerpt from A Whole New Mind - BY DANIEL H. PINK
    7. 7. Stop the Brain Drain
    8. 8. Solve the HiPPO Problem 8
    9. 9. The Innovation Funnel
    10. 10. Online Community Measurements 10
    11. 11. Framing Ideation Source: Growth Alchemy, Mehrdad Baghai and Jeff Chan of McKinsey & Co. 2000
    12. 12. Improving Ideation Efficiency Community Campaigns Themes Strategic Direction  Ideation Index – Number of ideas per user in a given time frame  Needs dedicated innovation team as brokers  Must have a buy-in from P&L owners  Must provide direction without stifling creativity
    13. 13. Extending the Reach  Ranges from up to 20% for larger communities to 80% for smaller campaigns  Must establish credibility  Proper bootstrapping is crucial  Initial and mid- campaign communication Soft Launch Word of Mouth Official Launch First Event Second Event Reach: Ratio of number of site visitors to the total potential number of users
    14. 14. Going Beyond 90-9-1 Rule 0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00% 12 57 81 122 174 286 398 771 1078 1647 3204 6123 Active Occasional Lurkers Innovation Communities: 62.2-37.5-0.3
    15. 15. Incentives for Improving Participation LEADERBOARD IMPLEMENTATION MONETARY REWARD PROFIT SHARING RECOGNITION PRIVILEGE SPONSOR INNOVATOR CO-CREATOR EXPERT CONNECTOR CHEERLEADER
    16. 16. Ensuring Quality Participation
    17. 17. Collaboration Long Tail 17 0 20 40 60 80 100 120 1 419 837 1255 1673 2091 2509 2927 3345 The Ideation LongTail Collaborators
    18. 18. Improving Collaboration Context-Aware Presentation
    19. 19. Improving Collaboration Content-Based Information Routing
    20. 20. Improving Collaboration Ubiquitous Innovation
    21. 21. Enhancing Stickiness  Offer multiple reasons to visit the site  Ideation, blogging, discussing trends  Maintain continuity  Keep it dynamic  Engineer short term events  Short term challenges, seasons Community Campaigns Themes Strategic Direction
    22. 22. Enhancing Stickiness Gamify your community
    23. 23. Idea Evaluation & Ranking  Scaling up requires leveraging the crowd for filtering and ranking of ideas  Encourage discrimination  Factor in user reputation  Consider use of idea markets
    24. 24. Final Thoughts  Questions have changed from “why should we…” to “How do we…”  Key concerns  Inherently chaotic nature of online communities/ social networks  Confidentiality and originality of information  Security  SaaS – the preferred implementation model
    25. 25. Final Thoughts  The need to provide incremental rewards and recognition is universally accepted  Strategies range from virtual store purchases to a fixed mapping to real currency  A variety of approaches and philosophies  Short lived problem solving sessions to ongoing ideation  Fully transparent to complete anonymity  Extent of “democratization” varies greatly

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