18. 23/02/2011 10 Find your top 1%, and understand what motivates them? Case Study 1
19. Case Study 1Virgin Atlantic 23/02/2011 11 Virgin Atlantic’s return on investment has been 10:1, better value than using a commercial third party for system development, and for more radical ideas.
21. Case Study 2E.ON Power to the People is a customer-led innovation programme from E.ON that launched in October 2011 seeking new £10m ideas, products or ventures. 23/02/2011 13
25. 23/02/2011 17 Case Study 4Proctor & Gamble We 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.
26. “The future reveals itself through the peripheral.” JG Ballard 23/02/2011 18 Case Study 5
27. 23/02/2011 19 Case Study 5McLaren & NATS McLaren’s predictive F1 software allows air traffic controllers to predict how aircraft are likely to act at airports, overcoming costly and dangerous uncertainty.
28. “All our work is about being social.” 23/02/2011 20 Case Study 6
29. 23/02/2011 21 (Reluctant) PioneersLEGO Lego Mindstorms is LEGO’s most successful product range ever and has helped shift their strategy from a toy manufacturer to an innovation platform.
31. What does this mean for you? Open innovation is common in creative processes but not necessarily in how organisations are actually run. Not all the smart people work for you. Organisationscan't do everything by themselves. Use networks proactively for innovation as well as marketing and fundraising. Can be effective way to solve problems that are bigger than one organisation alone (e.g. funders, agencies). Open innovation is a systematic way of exploring potential for new income through social networks. 23/02/2011 23
32. Questions, questions, questions… Why open innovation? - Where is growth going to come from and what is the role of open innovation in achieving that goal? How can we amplify what we do well? - What are the right incentives, processes, mindsets that we can build upon? What are we actually going to do next? – What should we use open innovation for and who should we be innovating with? 23/02/2011 24
39. 23/02/2011 27 Thank you Roland Harwood Co-Founder & Networks Partner South Building | Somerset House | Strand |London | WC2R 1LA Phone: +44 (0)20 8133 1006 Email: roland@100Open.comWeb: www.100Open.com Twitter: @rolandharwood
Editor's Notes
100%OpenNestaMe – EdinburghMe – Music/Publishing/Science/Investment/EntrepreneurOpen Innovation – best expressed by Hollywood film set or theatre production
Creativity/ideas are becoming commodified
DavidWe recently ran a customer co-creation programme with E.ON where we were initially a little overwhelmed by the number of ideas submitted and felt pressure to respond to them all. The trick here was to sit back for a little while and let the community do the heavy lifting. i.e. have voting or commenting mechanisms on your online community which allows other members of the community to sift out the best ideas and let the cream rise to the top. Of course you still need to dip in occasionally if the community has mistakenly got carried away with creating 'a perpetual motion machine' but actually this seldom happens, and it's about enabling and trusting your community to do the right thing.
DavidWe recently ran a customer co-creation programme with E.ON where we were initially a little overwhelmed by the number of ideas submitted and felt pressure to respond to them all. The trick here was to sit back for a little while and let the community do the heavy lifting. i.e. have voting or commenting mechanisms on your online community which allows other members of the community to sift out the best ideas and let the cream rise to the top. Of course you still need to dip in occasionally if the community has mistakenly got carried away with creating 'a perpetual motion machine' but actually this seldom happens, and it's about enabling and trusting your community to do the right thing.
RolandMobVol first then OSCR (link to P&G)Last year we ran another project with Orange which was about crowdsourcing social media applications. The initial challenge was targeted at social entrepreneurs, charities and technical developers and so was slightly complicated in scope and we started with a very difficult challenge. However through much discussion and debate we managed to boil down the challenge to the following question: "How can people do good in 5 minutes or less using their mobile phone?" which is much easier to understand and really seemed to capture the imagination of the target audiences. The trick here is to ask open questions that are both not too broad but also not too specific, but instead aim for the sweet spot between these two extremes where there is room to be innovative.
A landmark study of 800 companies across 17 countries by Cambridge University recently proved that Innovation success is primarily dependent on corporate culture - not process, star hires, R&D spend, budget or national culture.
Davidask/pose the questions but don’t answer them (yet)
RolandFind your top 1% and understand what motivates them. – Virgin AtlanticEnable and trust the community to do the heavy lifting. – EONStart at the End. – P&G vs OrangeAsk open and interesting questions. – OrangeDevelop your peripheral vision. – McLaren & NATSSet ambitious targets (and publish them widely). - Oracle
