100%open accelerator slides

3/7/11 © 100%Open 2010 1Open Innovation AcceleratorMarch 3rd and 4th 2011

March 7, 2011 © 100%Open 2010 2WelcomeInnovation Accelerator

March 7, 2011 © 100%Open 2010 3What you will get out of the Accelerator1.  Learn tried and tested innovation techniques2.  Learn ways to maximise collective creativity3.  Build a buzz around your innovation mission4.  Find new collaborators5.  Deliver better innovations cheaper & faster

3/7/11 © 100%Open 2010 4Programme Thursday Collider 1 – Open vs. closed innovation When closed or open is right Better questions, collaborative answers Open innovation models Collider 2 – Tools for open innovation The open innovation blueprint Collaboration profiles Investable propositions Pecha Kucha session

3/7/11 © 100%Open 2010 5Programme Friday Collider 3 – Open innovation Collaboration Culture The collaboration profile Open innovation models Collective creativity Collider 4 - Building an innovation culture 7 ways to build an innovation culture Crowdsourcing principles and practice Propositions and concepts dialogue

3/7/11 © 100%Open 2010 6Why open innovation wins 100%Open is dedicated to open innovation. Our know-how helps you innovate better, cheaper and faster.

3/7/11 © 100%Open 2010 2009 7Open innovation needs good techniques “Only one in 300 ideas we develop ever makes any serious money.” Head of R&D, Global Telecoms

3/7/11 © 100%Open 2010 2009 8Open innovation needs the right culture “The only thing harder than starting something new, is stopping something old.” Russell Ackoff

3/7/11 © 100%Open 2010 9Open Innovation is joining the Dots

3/7/11 © 100%Open 2010 10The dots Universities & Business Schools (100) NGO’s & Charities Investors (100) (100) 100%Open Networks Innovation Innovators Service & Providers Developers (50) (5000) Corporates (300)

3/7/11 © 100%Open 2010 11100%Open clients

3/7/11 © 100%Open 2010 12We Create

3/7/11 © 100%Open 2010 13Crowdworks

3/7/11 © 100%Open 2010 14Collider 1 Closed vs. Open Innovation

3/7/11 © 100%Open 2010 15What do you mean by innovation?

3/7/11 © 100%Open 2010 16What we mean by innovation? Innovation is the successful application of a new idea.

3/7/11 © 100%Open 2010 17What do you mean by open innovation?

3/7/11 © 100%Open 2010 18Introducing Open Innovation Innovating with partners by sharing the risks and the rewards

3/7/11 © 100%Open 2010 19Why open? Open innovation gives you solutions that are creative, faster and cheaper.

3/7/11 © 100%Open 2010 20Types of innovation

3/7/11 © 100%Open 2010 21Collider 1 Better Questions, Collaborative Answers

3/7/11 © 100%Open 2009 22Module 1 Open innovation only works if you ask Interesting Questions.

© 100%OpenAsk interesting questions 1.  Pick a challenge that matters to you - a need rather than a want. 2.  Choose as wide an audience as possible, beyond the usual suspects. 3.  Research and test the motivations of your chosen audiences. 4.  Write your challenge succinctly and in plain language so it strikes a chord. 5.  Be polite and enthusiastic in tone. 6.  Before publishing try it out on a small sample of your audience.

3/7/11 © 100%Open 2009 25Working on you problems Are your questions interesting?

3/7/11 © 100%Open 2010 26Your burning platform

3/7/11 © 100%Open 2010 27Your Interesting QuestionName:Can you help me … Problem or opportunity Why is it important to you? Important to your organisation?What needs innovating? Why is it An issue that is relevant to your role A challenge that is relevant to thehard from a practical or strategic and that will make a difference to delivery of one of your organisation’sperspective? your effectiveness strategic aims or overall effectiveness.

March 7, 2011 © 100%Open 2010 © 100%Open 2010 28Presentations1.  Brand it2.  Make it accessible3.  Be interested

3/7/11 © 100%Open 2010 29Are your questions interesting? Vote for the most intersting

3/7/11 © 100%Open 2010 30Starting with who not what Getting Interesting Answers

March 7, 2011 © 100%Open 2010 31Producing ideas together1.  An idea is nothing more or less than the new combination of old elements.2.  Gather raw materials, expand your experience3.  Sub conscious incubation.4.  Realisation – the Eureka moment.5.  Shaping and development.

March 7, 2011 © 100%Open 2010 32Producing ideas together1.  An idea is nothing more or less than the new combination of old elements. Car ownership + DVD rental = City Car Club

March 7, 2011 © 100%Open 2010 33Producing ideas together2.  Gather raw materials, expand your experience “No browsing, no milk.” Specific materials: Urban car ownerships trends, costs and behaviours General materials: DVD rental enables you to have your cake and eat it.

March 7, 2011 © 100%Open 2010 34Producing ideas together3.  Sub-conscious incubation. Stop thinking about it and do something else. Talk to someone else.4.  Realisation – Inspiration will often strike in a ‘Eureka moment.

March 7, 2011 © 100%Open 2010 35Producing ideas together5.  Shaping and development. Adapt the best idea to real life. Always involve others. ‘A good ideas has self-expanding qualities.’

3/7/11 © 100%Open 2010 36Solving your problems Work in pairs on your problems. 4 0bservations on cards. 2 general and 2 specific. Capture all new ideas.

3/7/11 © 100%Open 2010 37Interesting Questions How many ideas? Any front-runners?

3/7/11 © 100%Open 2010 38Observations on the process What was it like working in partnership? What did it add? What personal qualities did you use?

3/7/11 © 100%Open 2011 39Open Innovation Models

3/7/11 © 100%Open 2011 40What we mean by open innovation? Innovating with partners by sharing the risks and the rewards.

3/7/11 © 100%Open 2010 41Procter & Gamble P&G invited the UK’s design community to respond to two briefs on fabric care (narrow) and wellness (broad), to find global new markets worth $100 million.

3/7/11 © 100%Open 43Local Motors & ThreadlessThreadless have sold out of every single new range they have every produced andLocal Motor’s customers are significantly less likely to default on their repayments.

3/7/11 © 100%Open 2011 44Open Innovation Business Models Co-branding Spinout Alliances Delivery partnership Proprietary supplier Minority stake Out-licensing Joint venture In-licensing Majority stake R&D Royalties User Acquisition research Crowd sourcing Suggestion schemes Creative commons Ideas Customer competition feedback Open source

3/7/11 © 100%Open 2011 45Playing Poker not Chess

3/7/11 © 100%Open 2011 46What are we ‘actually’ going to do? “The only thing harder than starting something new, is stopping something old.” Russell Ackoff

3/7/11 © 100%Open 2011 47Explore > Extract > Exploit “Open Innovation is a U-Shaped Process.” Paul Vanags, OXFAM

3/7/11 © 100%Open 2010 48Explore > Extract > Exploit Explore Extract Exploit •  Find trusted new collaboration •  Filter the ideas and prototype •  Form new collaborative business partners innovations arrangements •  Uncover unmet needs or spot •  Build and motivate collaborative •  Obtain the resources and new opportunities for innovation teams commitments necessary •  Co-create compelling new ideas, •  Create investable propositions •  Coordinate production, products or services with evidenced business plans communications and launch

March 7, 2011 © 100%Open 2011 49Two Models of Open InnovationDiscover and Jam Discover Jam •  Starts with ‘what’ question: an innovation •  Starts with a ‘who’ question: finding brief detailing a specific unmet need partners to explore a broad opportunity •  Is a competitive marketplace amongst •  Is a cooperative community & customers, suppliers or users process , with customers, suppliers or users •  The innovation process is mediated by a Trusted Agent •  The innovation process is facilitated through a Catalyst •  Innovations are extracted through a linear process •  Innovations are built using an iterative process •  Tend to be internal routes to market (e.g. license deals) •  Tend to be external routes to market (e.g. joint ventures)

3/7/11 © 100%Open 2011 50Our Case Studies

3/7/11 © 100%Open 2011 51Case Studies Landscape Customers Suppliers Partners

3/7/11 © 100%Open 2011 52Case Study 1 Find your top 1%, and understand what motivates them.

3/7/11 © 100%Open 2011 53Case Study 1Virgin AtlanticVirgin Atlantic’s return on investment has been 10:1, better value than using acommercial third party for system development, and for more radical ideas.

3/7/11 © 100%Open 2009 54Case Study 2 Trust the community to do the heavy lifting.

3/7/11 © 100%Open 2011 55Case Study 2E.ONPower to the People is a customer-led innovation programme from E.ON thatlaunched in October 2011 seeking new £10m ideas, products or ventures.

3/7/11 © 100%Open 2009 56Case Study 3 Ask interesting questions.

3/7/11 © 100%Open 2010 57Case Study 3Orange

3/7/11 © 100%Open 2011 58Case Study 4 Start at the end.

3/7/11 © 100%Open 2010 59Case Study 4Cancer Research UK600 registered users, 160 listed ideas, 23 venture applications, 6 shortlistedcandidates and 3 supported projects in CRUK’s flexible approach to venturing.

3/7/11 © 100%Open 2009 60Case Study 5 “The future reveals itself through the peripheral.” JG Ballard

3/7/11 © 100%Open 61Case Study 5McLaren & NATSMcLaren’s predictive F1 software allows air traffic controllers to predict how aircraftare likely to act at airports, overcoming costly and dangerous uncertainty.

3/7/11 © 100%Open 2009 62Case Study 6 “All our work is about being social.” Tormod Askildsen, LEGO

3/7/11 © 100%Open 2010 63(Reluctant) PioneersLEGOLego Mindstorms is LEGO’s most successful product range ever and has helped shifttheir strategy from a toy manufacturer to an innovation platform.

Summary & Lessons Learned • Find your top 1%. • Ask interesting questions. • Trust your community. • Develop peripheral vision. • Start at the end. • Be Social.

3/7/11 © 100%Open 2009 65And Finally… “More people pooling more resources in new ways is the history of civilisation.” Howard Rheingold

3/7/11 © 100%Open 2011 66Blueprint, Profile & Investable Propositions

March 7, 2011 © 100%Open 2010 67Constellations

March 7, 2011 © 100%Open 2011 68100%Plan Why? What is the strategic case for an open innovation approach? (e.g. drive revenues, build brand, solve problems etc) What? What are our unmet needs or thematic opportunity areas that are best suited to an open innovation approach? Who? Who are our most promising/likely/complementary partners? (e.g. clients, customers, peers, universities etc.) Where? Where will value be created for us and our partners? (e.g. business units/geographies/routes to market etc.) How? How will you run your open innovation strategy? Which process/tools/incentives will you use?

March 7, 2011 © 100%Open 2011 70100%Plan Why? What is the strategic case for an open innovation approach? (e.g. drive revenues, build brand, solve problems etc) Open innovation will provide big wins far quicker and at lower cost than organic growth. A venturing approach will encourage novel products and services as as well as external funding. What? What are our unmet needs or thematic opportunity areas that are best suited to an open innovation approach? Leveraging capability and expertise in the collaboration platforms of Digital Identity and Micro-Payments. Burning platforms are impending sale of core business and declining revenues. Who? Who are our most promising/likely/complementary partners? (e.g. clients, customers, peers, universities etc.) Peers forming new partnerships around specific innovation platforms. Technology and service suppliers that need scale. Wider innovation communities e.g. developers, charities, agencies. Where? Where is will value be created for us and our partners? (e.g. business units/geographies/routes to market etc.) Profit will come from imaginatively addressing unmet meets or customers and big business. The platforms are all growing and fast-moving markets. Scope could include other partner organisations. How? How will you run your open innovation strategy? Which process/tools/incentives will you use? A Jam-based programme with large businesses will form the core of activity. Wider calls for new technologies and emergent services will be used to feed into the Jams as stimulus and intellectual property.

3/7/11 © 100%Open 2011 71 Collaborative User Journey Explore Extract Exploit Review andYour perspective communicate Co-creation Find internal or capabilities and Investable Business modelling Create scale through workshops with external finance for intentions. Select propositions that fit and IP regime. manufacture, multiple partners/ new ventures. and invite timelines and Contracts and marketing and online communities Production and collaboration financial objectives. forecasting. deployment. for each platform. distibrution plan. partners with an engaging challenge.Partner perspective Expressions of interest. Scenario Co-creation and the Test and learn. Partnership Project delivery planning - how adpatation of Service and product Production agreements and and product could they leverage existing products prototypes. readiness, market development plans development cycles. capabilities and and services. testing. brand?

Investable propositions are • New products, services or organisations • More than just concepts • Clear, feasible, time-bound • Ready for investment

The core idea Plan Model Offer Idea • What’s the idea in a nutshell. Why is it different? • Is there an underlying consumer insight? • Differentiated. Compelling. Short • E.g. ‘Ethical Banking’

© 100%Open 2010Sustainable Innovations Need a StrongBusiness Model Plan Model Model Business Model Offer • Salient features of the business model • ‘A cooperative that reinvests surpluses into new premium products like internet banking’

The fuller picture Day Month Year No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

© 100%Open 2010The Investible Proposition Template Plan How will we launch this? Which partnersInnovation Brand Name: will do what, when? What resources are needed now?Sign Here: Business Model Who will benefit and how? How is it sustainably financed? What might go wrong? New Feature Describe the new technology, service or behaviour that you’re introducing. What’s the idea Idea in a nutshell. Why is it different?

One I prepared earlier

March 7, 2011 © 100%Open 2010 86Final Presentations3 minute pitches of yourinvestable propositions•  Idea•  New Feature•  Business Model•  Plan

3/7/11 © 100%Open 2011 95The Strength of Weak Ties “You don’t own your reputation. It lives and breathes in those that interact with you.” Ron Burt

3/7/11 © 100%Open 2009 98Case Study 2 “Trust is the glue that holds the network together, which at any point in time is more powerful than transactions and authority” Karen Stepheson

3/7/11 © 100%Open 2011 100Thank youRoland Harwood and David Simoes-BrownCo-Founders & PartnersSomerset House | South Building | London | WC2R 1LAPhone: +44 (0)20 78133 1006 | +44 (0)7811 761 435Email: roland@100Open.com | david@100open.comWeb: www.100Open.comTwitter: @rolandharwood @deeyesbee

100%open accelerator slides

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