Collective Intelligence At Work

Collective Intelligence at Work Promise, Perils and Practice Jenny Ambrozek Knowledge Innovation Workshop 2009

Driving Force

% Worldwide Traffic collective intelligence 1.00 wikinomics 1.90 crowdsourcing 1.90 open innovation 2.30 open collaboration 1.10 2009-11- 19 Wikinomics 2006 Crowdsourcing 2004 "Openness, Peering, Sharing, “Distributed problem- and Acting Globally. " solving and production” Open Collaboration "Adopting the precepts of open source to improve research & development" Open Innovation Collective Intelligence (Wikipedia) “Using social networks and data Shared or group intelligence that sharing to improve and expand emerges from the collaboration and product development and competition of many individuals. streamline supply chains "

Enterprise Collective Intelligence Sensorpedia Inno360 Ideas4All 2009 US ORNL Spigit MIT Center for Crowdcast 2006 Collective Intellipedia Intelligence US CIA 2004 Reality Mining Ed Lafley P&G CEO Connect Failed Policy Mobile phones HP Research 2003 & Develop Analysis Market as sociometers Sales Forecasting Wikipedia US Government 2001 MIT Reseach InnoCentive Alpheus Bingham, Newsfutures Eli Lilly 1994 Consensus Point Linux Linus Xanadu Torvald 1st Corporate Open Prediction Market 1990 Source Robin Hanson Peer-to-Peer Open Production Open Innovation Markets Prediction Markets Key Events and Influentials

Why Collective Intelligence Now? How do prediction and knowledge markets enable enterprise collective intelligence? What's required to derive business benefits from enterprise collective intelligence?

A Collected Intelligence Presentation CASES Ricardo dos Santos Rami Levy VentureFest TIX Decision Market QUALCOMM MOTOROLA SLIDES Linda Rebrovick Vincent Associates CEO Network Maps Consensus Point Idea refining and fresh insights

Linda Rebrovick, Consensus Point

Qualcomm Venture Fest Collective Intelligence Meets Corporate Entrepreneurship Ricardo Dos Santos, Qualcomm Senior Business Development Director, Qualcomm Innovation Network Leader

Venture Fest Process Overview 3. Co- 2. Crowd creation Funded 1. Strategic sourcing of Projects Challenges for ideas business plans A yearly business plan competition structured in 3 phases December 18, 2009 Ricardo Dos Santos, Qualcomm Inc

QVF Is Both An Idea Validation Process & A Leadership Development Program Ricardo Dos Santos, Qualcomm Inc

Crowdsourcing for Ideas Corporate Entrepreneurs are encouraged to scout inside AND outside the firm boundary to connect insightful research to new development projects 11 Research Connect Development In-House R&D Projects Development of International Breakthrough Offices Innovations Business Units firm boundary Partners Start ups University & Gov’t Research Ricardo Dos Santos, Qualcomm Inc

The Unique Aspects of QVF • Wrapped in business plan competition format • Targets self-selected corporate entrepreneurs • Scope of entries is any growth opportunity that employee deems as strategic, but specific challenges are also issued by business units • Combines peer promotion, expert ratings and live judging and detailed assessments • Teams are self-forming, volunteer based • Involves employees in various roles and at all levels of the company (champions, management sponsors/mentors , top level executives) December 18, 2009 Ricardo Dos Santos, Qualcomm Inc

QVF Idea Results Are Consistent w/ The Break Through Objectives Overall Product Results People Development Results • 38 biz plans have been •Over 40% improvement in presented to executives entrepreneurial skills • 75% receive approval for •Over 25% improvement in ‘Proof-of-Concept’ activities entrepreneurial attitude • 40% enter advanced research •Over 50% improvement in or development ability to structure winning • 20% launch stand-alone; business plans others combined into existing •Even greater improvements projects or file strategic IP among team leaders and engineers Ricardo Dos Santos, Qualcomm Inc

Rami Levy, Motorola

Harnessing Crowds: Mapping the Genome of Collective Intelligence Malone et al 2009 MIT CCI

Collective Intelligence Lessons Learned Wikisourcing Cases 2.0 Sustainable Enterprises

Are We Smarter? Stakeholders: MIT CCI, Wharton School, Pearson Publishing, Shared Insights Participation: 4375 Registered Members 737 forum posts 250 wiki contributors 1600 wiki posts Result: Book written by 6 paid writers

Andrew McAfee’s Cases 2.0 2 years 35 cases 110 revisions 108,432 views

Wikisourcing Sustainable Enterprises 4 months 6 profiles 4 contributors 20 supporters 2009 “Building a virtual Sustainable Enterprise Network library of business Connecting practitioners and thought leaders via Ning cases for sustainable practices” ~ SEN Member 2008

Network Map courtesy of Vincent Associates NetView

Wikisourcing Lessons Technology enabling easy contribution + access to information + Individuals incented to participate and deriving value overtime to ensure ongoing contributions + Stakeholder Network Engagement + Value for Sponsors

Enterprise Collective Intelligence = Proprietary Focus Group Collected Intelligence Collective Crowdsourcing Intelligence Open Source Evolving Intelligence Diverse Talent

Business Strategy Value Creation Evolving Organizations Structure & Talent Strategic Initiatives Filtering & & Their Champions Implementing High Potential Ideas Incentives for Participation & Contribution Connecting Diverse Strong & Technology Weak Ties Sharing Knowledge Enabling Platforms & Co-creating Enterprise Collective Intelligence at Work

Please Connect to Continue the Conversation @sagenet 21st Century Organization Blog jenny@sageway.com Jenny Ambrozek SageNet LLC

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Collective Intelligence At Work

by Jenny Ambrozek on Dec 18, 2009

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