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Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
Social mediated innovation
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Social mediated innovation

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3rd INNOFORUM Workshop: "Social Media: Innovation & IPR Perspective" (Athens Information technology) Xenia Ziouvelou - Thodoris Georgoulis

3rd INNOFORUM Workshop: "Social Media: Innovation & IPR Perspective" (Athens Information technology) Xenia Ziouvelou - Thodoris Georgoulis

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  • However how do companies use social media today?
  • https://www.yammer.com/ twitter for companiesYammer is an enterprise social network service that was launched in September 2008.[1] Unlike Twitter, which is used for broadcasting messages to the public, Yammer is used for private communication within organizations or between organizational members and pre-designated groups, making it an example of enterprise social software. Access to a Yammer network is determined by a user's Internet domain, so only those with appropriate email addresses may join their respective networks.According to TechCrunch in September 2010, the service is being used by more than one million users and 80,000 companies worldwide, including 80% of the Fortune 500.[2] In a late April 2010 interview, Yammer CEODavid Sacks said that Yammer revenue was doubling every quarter, but would not disclose 2009 revenue beyond describing it as "seven figures".
  • http://domino.research.ibm.com/comm/www_innovate.nsf/pages/ourselves.thinkplace.html"We're blessed with more than 300,000 of the most innovative employees in the world, but it hasn't always been clear how they could share their ideas - until now. ThinkPlace provides an open, collaborative and global platform for tapping into their collective expertise."IBM responded to an online jam-session of its employees by exploring a new approach to suggestion boxes. An exploratory pilot at IBM Research quickly evolved into the company-wide ThinkPlace program, where inventive ideas mature into innovative solutions that can be rapidly developed and deployed.ThinkPlace is unique because the ideas are out in the open -- anyone in the company can suggest ideas, comment on them, refine them, express support or even explain why the idea might not work. More importantly, the ideas that employees think have the greatest potential to grow the business, solve existing problems, or improve IBM's culture will automatically be considered.Behind the scenes, a global network of subject matter experts use data mining tools to track the most promising ideas and help manage top-rated ideas through the formal review processes. Additional business methods then carry the idea forward for implementation.CASE-STUDY------http://cosc6002r.wikispaces.com/file/view/ThinkPlace+Case+Study+v2-KL.pdf
  • JUST MENTIONH360 is Hilton’s worldwide (including Hilton Athens) intra-social networkH360 is an true example that “once a company moves away from the push of information to the pull of learning, creative powers of employees can be liberated”.By bringing together people who share interests, no matter what their location or time zone, social media has the ability to transform the workplace into an environment where learning and innovation are both natural and powerful.
  • http://www.medtronic.com/Medtronic - the world's largest medical-device maker
  • InnoCentive is where organizations—corporations, large and small, not-for-profits and governments—turn when they have important problems that need solving.help expand your innovation capabilities by building a more collaborative approach to problem solving, and providing the means to tap into the best minds within your company as well as creative problem solvers throughout the world.The concept below is the following: If your organization is seeking answers, they call you a Seeker.If you're interested in solving critical and pressing problems, we call you a Solver.So they actually connect Seekers with Solvers and put you on the shortest, most cost-effective path to finding a solution
  • My starbucks Idea is a revolutionary customer-driven innovation networkInstead of spending money and resources on market research in order to identify customer needs, instead, Starbucks lets their customers directly express their ideas and feelings regarding their products and services they wish to find in the future Starbucks “catalogue”. After a consumer expresses an idea then they let other customers/ consumers express their opinion by comments as also vote for it. Then a point system, in the backend, evaluates an ideas collectable feedback and is accounted certain points. The ideas with most points hit the product development and are destined for actual release.
  • JUST MENTIONDELL has also done something relative with IdeaStorm
  • Fiat has used the Sao Paulo motor show to unveil this innovative Mio concept.According to Fiat, the Mio evolved as part of an on-going interactive collaborative process through its website.More than 17,000 people were registered as official collaborators; broad overall themes for the concept car were future urban mobility and sustainability.Fiat, through its MIO initiative, found out by asking the community what attributes they wanted of a car, and decided to release them through a Creative Commons licence.Crowdsourcing has attracted the attention of brand marketers as a way to engage customers using social media.
  • http://www.theoscarproject.org/It is the goal of the OScar Project to develop a car according to Open Source principles. In our opinion, a car is not a vehicle full of high-tech gadgets. Instead, we are looking for a simple and functional concept to spread mobility. Form follows function.Apart from that, OScar is not just a car. It is about new ways of mobility and the spreading of the Open Source idea in the real (physical) world. On this website, you will find a great community of developers and drivers who want to invent mobility anew and together. The project started in 1999. In December 2005, it reached release 0.2. Starting in 2006, everyone is welcome to participate.================================================================================Series: Inside ITPrevious | Next | IndexInside ITCan open source techniques be used to design a car?Hobbyists are taking on the giant car makers with the development of the world's first open source vehicleShare Sean DodsonThe Guardian, Thursday 12 April 2007 Article historyFew things seem to excite car designers more than the concept cars they wheel out at international motor shows. Each year gleaming displays of futuristic styling grace the circuit, revealing ever sleeker lines and tantalising technology that promises to do away with the car's deadly addiction to carbon-based fuel.Sadly for environmentalists and futurists alike, these cars rarely go into production. But there's another kind of concept car taking shape on the internet that, one day, just might. Far from the glare of the motor show is a car called the OScar. A concept car with a twist, OScar is being developed by a loose tangle of car designers, engineers and programmers - most working in their spare time - out to challenge the might of the big car makers.Driving forceOScar is taking shape using a single principle as its guiding light: it's an open source car. The open source idea is borrowed from the software industry that makes its code freely available under licence; the Firefox web browser and the Linux operating system being the most famous examples.In the hard, metallic world of car design this means that instead of protecting OScar designs by use of restrictive patents, as is the norm, the design is effectively open to anyone willing to contribute. And that does mean anyone. Like a much more complicated version of Wikipedia, OScar is being argued over by volunteer car designers, 60% of whom are moonlighting from within the car industry.Tens of thousands have signed up to the project, but in reality OScar is being driven by a core team of a few dozen, and steered by just one man. Markus Merz has for the past six years been trying to direct the design and development of a prototype car using the anarchic principles of open source. Although he is in the driving seat, decisions are based on a democratic system and everybody - including individual designers, companies, universities, and other organisations - can participate. (You can too, just by signing up at theoscarproject.org).Merz was raised on a Bavarian farm in the shadow of a large BMW plant, where he was eventually recruited to work on the production line. Soon he was promoted to the marketing department and eventually played an influential role developing the company's new media strategy. There he first encountered the principles of open source software and, while observing that the cars being developed by BMW were (and are) being designed almost exclusively in virtual space, he began to wonder whether he could design a basic prototype combining the two.OScar might well be a car of the future, but it is as about as basic as the car your dad used to drive. In performance terms, it's somewhere between the original Volkswagen Beetle and a Mark 1 Golf, and has a top speed of just 90mph. It should be sturdy and made from a minimum number of mechanical parts, but beyond that, the project has one fundamental rule: that the design should be freely available to every member of its community.But OScar also makes another technological leap. Using a modular concept borrowed from computer manufacture, OScar uses six discrete parts. Each module - the drivetrain (the car equivalent of a PC's motherboard), body, engine, power, safety and information systems - are being designed independently and, crucially, just like a computer, each can be mixed and matched with other modular components, so a future manufacturer could swap parts as needed, easily adapting a passenger car to a pick-up truck.You could argue that any car can be customised and changed into something else. Pimp My Ride wouldn't exist otherwise. But the modular approach means that a car, in theory, could be manufactured en masse because of its open source nature. Here the ultimate destination of OScar goes foggy, but the intention goes something like this: traditionally, car designs are protected by patents. So a small plant in, say, Botswana or Bangladesh must pay for a licence to produce the designs. A car under an "open licence" can be produced without those additional costs. At least one barrier to production is removed.Alternative approachIt has often been written that the age of the individual inventor is over. Corporations now dominate the development of new inventions, the argument goes, and our future belongs to ever-larger multi-national companies that will protect their inventions ever more aggressively. But study how many web-based applications are produced and you see that there is an alternative.An open source invention - be it the code for the popular Firefox browser or the blueprints for a $100 laptop - operates under open source principles. Until very recently, this has only thrived in the weightless world of computer code. But now pioneers like Merz are trying to break their ideas in the physical world. Others are not so sure that the ideas can be so easily transposed. As one blogger pointed out on Metafilter.com recently: "Open source software thrives because it's easily transportable ... When hardware comes into the picture, you suddenly have to contend with fabrication, distribution, packaging, etc. And at every step of the way you will be dealing with people who won't see it as a 'community project' but as a paycheck for something they are physically building or distributing."There are other reasons why OScar's journey towards production may not be such a smooth ride, says Merz. "There are some legal problems here," he says. "If someone is, for instance, a drivetrain engineer working at, for example, Mercedes Benz and they are working anonymously on our platform, it could conflict with their working contract because of the knowledge they put in to the project."Indeed, Michael Blabst, a spokesperson for BMW's innovation department, is sceptical that OScar will make it out of the garage. "It's a nice creative idea for enthusiastic people," he says, "but one that is of course strongly limited. [I think it suitable] for developing a very early concept. But more will not be possible. Car development has to be strongly organised and takes up to five years. [Making] a car means to bring together up to 20,000 parts in a perfect way."Merz admits that OScar is a hobby. But lest we forget, Karl Benz's invention of the first motor car was part of a lifelong hobby. His great rivals, Gottlieb Daimler and Wilhelm Maybach, developed a rival internal combustion engine in a makeshift garage in Daimler's garden. The car was invented and built by hobbyists. Its future may call on them again.· If you'd like to comment on any aspect of Technology Guardian, send your emails to tech@guardian.co.ukhttp://www.guardian.co.uk/technology/2007/apr/12/opensource.insideit
  • In addition to putting innovation in the hands of customers, organization-specific social networks have also been well used to connect firms with external experts. Great examples of this come from P&GThey accelerated their internal research and development efforts by seeking and leveraging the ideas, talents and innovation assets of individuals, institutes and companies around the world. Through Connect + Develop, P&G built a global innovation network by identifying and connecting with the talents and technologies of today’s most prepared minds and capabilities (1). http://www.hellriegel.net/2009/06/26/the-importance-of-innovation-as-part-of-modern-marketing/#ixzz1GW8IjTF8
  • Of course the use of external social networks like the mass external social networks that created all the buzz in the first place are nowadays part of the branding and marketing philosophy of every organization with self-respect. Speaking for the company I work for a facebook page is of the main marketing and communication channels for our latest service, a travel agency and ticket booking web site.The list of examples enormous so I won’t say a lot about this already established field. One of the best examples is that ofDELL’s Twitter approachThat started using Twitter two years ago to reach new customers and now numbers 1.5 million subscribers. More than 100 employees send out the tweets -- Twitter’s 140-character messages -- over 35 different channels.Of its major accomplishments is the fact that according to their report December 2010 that they managed to make revenues of $6.5 million just through twitter.
  • Other uses of using external social networks includes competitor-driven and government driven innovation.
  • Spigit is the leading provider of collective idea management software, connecting employees, customers and business partners for innovation and insight discovery.Using enterprise-grade social technology, Spigit’s software taps into the collective intelligence of an organization and transforms it into actionable, predictive information. By incorporating incentives, idea graduation, idea trading and real-time analytics, Spigit allows companies to harness the social capital within. 
  • Realizing the tremendous impact of social networks, companies use them as a dissemination channel for promoting their products & services, as a means for corporate branding etc – however is that all? Of course not !!!! Social networks can be used both as a means of reaching customers but also as a means for receiving valuable input from them. As such companies should not only focus upon the utilization of SN for marketing and branding purposes but also place emphasis upon the most significant impact of SN that of …….innovation !
  • In the old – closed innovation model – a company relied ONLY upon its internal resources, its employees - in aclosed intra-companyenvironment. However, should a company rely solely on its employees, in a world of widely distributed knowledgeand information traveling on open communication channels? There are plenty innovation actors out there that could be utilized.
  • A company should use external ideas as well as internal ideas, and internal and external paths to market - according to HenryChesbrough – the father of Open Innovation –As such a company can easily transfer inwards the innovation potential of numerous actors – customers, business partners, competitors, government as well as the society in general.The boundaries between a firm and its environment have become more permeable; innovations can easily transfer inward and outward. The central idea behind open innovation is that in a world of widely distributed knowledge, companies cannot afford to rely entirely on their own research, but should instead buy or license processes or inventions (i.e. patents) from other companies or talented individuals. In addition, internal inventions not being used in a firm's business should be taken outside the company (e.g., through licensing, joint ventures, spin-offs)[3].
  • As such different actors, can increase the innovation potential of companies. Contributing both the “internal innovation potential” (via informal innovation processes) as well as the “external innovation potential”.
  • So instead of a single innovation form - namely internal innovation driven by employees – internal R&D
  • companies can rely upon 7 distinct innovation forms from diverse actors Namely…………..
  • Both forms of innovation (i.e., internal & external) lead to diverse innovation types (or knowledge-driven innovation types – according to the classification of OECD’s OSLO Manual – that contains guidelines for collecting and using data on industrial innovation) - that is:Product Innovation – a new product, service or combination of both Process Innovation – a new method for production or delivery (for better or cheaper activities)Organizational Innovation – new methods to organize, coordinate and control employees, tasks, responsibilitiesMarketing Innovation – new marketing method, with significant changes in the product design, packaging, pricing, promotionBut how do social networks impact this process------After Social network highlight----SNs intervene in innovation process – for both forms of innovation (i.e., internal & external) – since they facilitate the creation of value and increase the innovation potential of the different innovation actors, resulting in a more efficient open innovation process.
  • Both forms of innovation (i.e., internal & external) lead to diverse innovation types (or knowledge-driven innovation types – according to the classification of OECD’s OSLO Manual – that contains guidelines for collecting and using data on industrial innovation) - that is:Product Innovation – a new product, service or combination of both Process Innovation – a new method for production or delivery (for better or cheaper activities)Organisational Innovation – new methods to organise, coordinate and control employees, tasks, responsibilitiesMarketing Innovation – new marketing method, with significant changes in the product design, packaging, pricing, promotionBut how do social networks impact this process
  • SNs intervene in innovation process – for both forms of innovation (i.e., internal & external) – since they facilitate the creation of value and increase the innovation potential of the different innovation actors, resulting in a more efficient open innovation process.
  • What we see is that the “closed” innovation model served organizations well in the past, HOWEVERseveral factors have undermined the logic of this model. Moving to the “open” innovation model where companies rely not only on the internal innovation potential but also upon the external one. As such we can describe the Innovation Evolution as moving from: Closed, organization-specific innovation to Closed, collaborative intra-company innovation to Open, idiosyncratic innovation to Open, collaborative – social network mediated innovation !
  • Transcript

    1. Social Medi@ ted Innovation Thodoris Georgoulis (Realize S.A.) & Dr X. Ziouvelou (AIT) tgeorgoulis@gmail.com xzio@ait.gr3rd InnoFORUM Workshop, 18th March 2011, Athens, Greece
    2. Social media is a tremendous opportunity to listen and learn andthen constantly improve your business to become better—whether that means better response times, or fixing problems, ordeveloping deeper relationships with customers. Michael Dell
    3. Enterprise (external) Social Network Employee-driven innovation Employee socially-oriented interactions/ information sharing network
    4. Intra-Company Social Network Employee-driven innovation Employee submitted and rated ideas
    5. Intra-Company Social Network employee-driven innovation People can collaborate, share ideas and form teams from all over the world
    6. External Social Network Crowd-driven innovation Users can take organisation- specific challenges and solve them for a financial reward
    7. External (organisation-specific) Social Network Customer-driven innovation Customers submit ideas, that can be voted and discussed by the community
    8. External (organisation-specific) Social Network Customer-driven innovation Customers submit ideas by category and community comments on them
    9. External (organisation-specific) Social Network Crowd-driven innovation Individuals submit ideas by category and community comments on them
    10. External (organisation-specific) Social Network Collaborator-driven innovation Built a global innovation network of ideas, talents and technologies
    11. External Social Networks Promotion Sales Customer Care Crowd-driven innovation Communicate, promote and collect high volumes of feedback
    12. External Social NetworkCompetitor-driven Government-driven innovation innovation
    13. Hybrid social networks
    14. ……so how can we explain this social medi@ted innovation evolution?
    15. Impact of Social NetworksTHEBRAND
    16. From Actor-focused innovation Company Employee
    17. Modern Innovation Actors Competitor Customer/ Employee User Company Business Society Partner (Supplier, Collaborator) Government
    18. to Actor-led innovation Competitor Internal Customer/ UserInnovation Employee Business Partner (Supplier, Collaborator) External SocietyInnovation Government
    19. Forms of Innovation & Innovation Actors Internal • Employee-driven innovation –Innovation formal process (internal R&D)
    20. Forms of Innovation & Innovation Actors • Employee-driven innovation – formal process Internal (internal R&D) • Employee-driven innovation – informal process Innovation (intra-company crowd sourcing) • Customer-driven innovation • Customer-driven innovation External • Crowd-driven innovation • Collaborator-driven innovation (inter-company) Innovation • Government-driven innovation • Competitor-driven innovationSource: Ziouvelou (2011)
    21. Social Network Medi@ted Innovation Sources of Innovation & Innovation actors Innovation types • Employee-driven innovation – formal process Internal (internal R&D) Innovation • Employee-driven innovation – informal process (intra-company crowd sourcing) Product Process Social Innovation Innovation Network • Customer-driven innovation Mediated • Customer-driven innovation External • Crowd-driven innovation Innovation • Collaborator-driven innovation (inter-company) Organizational Marketing Innovation • Government-driven innovation Innovation innovation • Competitor-driven innovationSource: Ziouvelou 2011
    22. Defining the framework of social medi@ted innovation…
    23. Innovation Evolution Closed Innovation Open Innovation Closed CollaborativeSynergistic/ Open Collaborative IntelligenceCollaborative Intelligence Closed Open-external Organization-specific Social Interactions Innovation 1st 3rd era era Idiosyncratic Open Collective Isolated Intelligence Intelligence Closed Open-external Organization-specific Social interactions Innovation Internal ExternalSource: Ziouvelou 2011
    24. Once we rid ourselves of traditional thinking wecan get on with creating the future James Bertrand
    25. thank you !3rd InnoFORUM Workshop, 18th March 2011, Athens, Greece

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