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

Rami Levy, Motorola

Rami Levy, Motorola

Rami Levy, Motorola

Rami Levy, Motorola

Rami Levy, Motorola

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