Collaborative innovation provides a framework for continuous improvement by leveraging individual and collective intelligence. It aims to reduce waste by stimulating unexpressed ideas and ensuring their implementation generates progress. Leaders must learn how to manage this potential for sustainable competitiveness. Convincing SMEs to adopt collaborative innovation requires generating attention, interest, desire and action using ideas inspired by the AIDA marketing method.

1. Collaborative Innovation For all
Companies

2. One principle: try to keep it simple, go to the essential
spirit of LEAN
PDCA * is constructed primarily by thinking of the
leaders of TPE-PME
* Plan, Do, Check, Act

3. The challenges of
Collaborative Innovation (CI)
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Dispose in each entity a management system
capable of performing these 3 points
1. Stop the waste which is the loss of
many ideas of progress
2. Make the most of individual and
collective intelligences
3. Improving Performance and
Competitiveness, results *SQCDIE
* Safety, Quality, Cost, Delay, Involvement, Environment

4. The quantitative results
of the CI
4
1000 €Bring back
1 applied
Idea costs
100 €
on average
An unbeatable ratio of 10 against 1
This is the measure of the
result of improvements:
quality, deadlines, working
conditions, the environment
....
RENAULT
TOYOTA
VALEO
PSA
LA POSTE
AIR FRANCE
VEOLIA
GROUPAMA
….
They apply Collaborative
innovation

5. The qualitative results
of the CI
• Participation, acts of recognition and rewards have a positive impact on motivation.
• The exchange, communication on ideas and their status are opportunities for
everyone to increase their knowledge and expertise.
• The necessary exchange throughout the course of an idea to improve the relationship
between the hierarchy and employees and between employees themselves.
• The positive results generated by the CI increases the survivability and development
of the company and in fact causes less stress to all employees.
• The CI reinforces other tools and components of a system of progress, is fully
consistent with the implementation of the CSR *.
5
*CSR: Corporate Social Responsibility

6. Elements of knowledge of
CI
• Definition: Management practice to collect, approve and implement ideas
for improvement of all people affected by one or more processes in one or
more data entities.
• …
.
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The persons concerned
• The leader and managers
• Employees
• Customers, suppliers, institutions,
networks ..
• ….
In case of Open
CI
The processes involved
• Quality, cost, deadlines,
involvement, safety, environment,
products, commercial etc ...
The entities concerned
•Companies of all sizes and in all
sectors, Schools, Associations,
Institutions ....
The CI for all, everything, everywhere, the progress has no limits

7. 2 approaches to Collaborative
innovation
7
Induced CI
spontaneous CI
• Focus on a subject and an
objective for a short time (1day,
1week to 1 month). It gives a
sense of urgency to what is the
importance of timing
• Management provides the means
(tools, organization) and
welcomes all ideas for
improvement on one or more
matters regarding the activities of
the entity (company, institution,
association, school, etc ..)
Hint: start with the induced CI in a limited area

8. Recognition / Reward
• Recognition (essentially individual)
– Congratulatory ceremonies to officers, awards ceremony (better
participation, best ideas of the period on various topics, etc ... ..)
– These events are then given an internal and possibly external specific
communication.
• Reward (essentially collective)
– Economic outcomes generated by the CI are shared within the entity
with known rules, this strengthens the collective dynamics.
8

9. The CI in Progress System
9
Involving
Organization
Guiding
Principles
Progress
System
Tools for
action
The CI strengthens the organization GAP and MC² of each
rhymes with CI (Involvement of Personnel)
Specific tools for the
management of Ideas
(physical and / or
software application)
The CI in
the GAP
GAP: Autonomous Groups of Progress or Production or Provision or Project
MC²: Motivation x Communication x Skills

10. The "managerial benefits" of
the CI
• An opportunity for dialogue between the employee and his
supervisor
– Consideration of the idea
– Assistance in the formulation
– Allocation of resources (time, money)
– Recognitions
– Reward (collective)
• Collaborative Innovation fosters trust and boosts the operation in
GAP.
10

11. Apply the CI
P
DC
A
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ACT : Narrowing the Gaps
Establish standard
Learn
Continue progress
PLAN : Prepare
QQOQCPC
DO : Apply the
prepared planCHECK : Assess to identify gaps
between P and D
PDCA N°1

12. PDCA N°1 of the Set up of
CI
12
• What ? Preparing the Setup of the CI
• Why ? Contribute to the performance and
competitiveness of the company
• When ? Over a maximum period of one month
• Who ? The leader and his close associates
• How ?
• Reminder about 2 forms of innovation
• Know the essentials of the Collaborative
Innovation
• Formalizing the challenge, define
objectives / indicators
• Define the system of reward and
recognition
• Appoint a facilitator
• Define roles
• Form all concerned people
• Define the audit system
• Use a powerful tool for ideas
management
• Anticipate the need for resources to
achieve learned improvement ideas
PPlan
P
DC
A

13. PDCA N°1 of the Setup of
CI
13
• Abide by the progress of the
prepared plan
• Make the necessary
adjustments.
• Pay particular attention to
communication
• Use all the possibilities of the
ideas management tool Do
P
DC
A

14. PDCA N°1 of the Setup of
CI
14
• Audit the process
following the set
procedure
• Identify gaps and root
causes
Check
P
DC
A

15. PDCA N°1 of the Setup of
CI
15
Act
P
DC
A
• Learn
• Find solutions to
problems that have
arisen
• Establish standards
• Prepare for the next
step (PDCA No. 2)
• General deployment
or test areas

16. Some ideas to Go further
• Train each employee the tools for the development of
creativity
• Exploit the potential of external intelligence networks
(OPEN-Innovation)
• Take into account intellectual property
16

17. Conditions of success
• Start with a challenge to the executive level
• An executive coach and support
• User-friendly tools, easy to use
• A specific organization, defined roles
– A facilitator
– A network
– Events (iday, ideaweek, ideamonth..)
– individual recognition
– collective reward
– A model hierarchy
• Get quick results, visible and sustainable
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18. CI Dashboard
• The participation
rate
• Expressed ideas
/ person / period
• The rate of
achievement
(64% in the
example)
• …
18
An example of a dashboard in a
company of 13 people

19. 10 audit questions to evaluate the CI
and ensure its sustainability
1. Management has a thorough knowledge of Collaborative innovation (it made its own
challenge).
2. The CI is considered as a component of a system of progress, its budget is set.
3. The management’s commitment to CI is clearly expressed and communicated to all the
people.
4. An animator is appointed, the roles are defined (direction, animator, responsible
participants).
5. Concrete ideas and management tools are made available to all, they are simple to use.
6. A standard for collecting and processing of ideas exists and is applied with rigor.
7. A CI dashboard is studied by the executive committee weekly.
8. All ideas are welcomed, the structure puts rules on all ideas.
9. The rules of recognition and rewards are defined, communicated and enforced.
10.The hierarchy encourages participation and promotes the development of ideas held by
the authors themselves (resource allocation).
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20. Not to do
• Think that because they are small in structure, people
naturally express ideas for improvement.
• Do not rule on the ideas, leave it open
• Put your fingers in a system of individual rewards
(perverse effects guaranteed!)
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21. Remember ...
• The CI concerns
– All types of entities (companies, institutions, schools ...)
– All persons belonging to these entities (and those of the environment)
– All areas of activity
• The CI is a management practice, its success requires initiative,
exemplary leadership and support
• The CI is a gateway and / or a complement to a system of progress
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22. Links, Books
• 2 useful Links
– Association ICDD
– Association Innov’Acteurs
• 2 Recommended Books
– Le Management des Idées Luc de Brabandère (Dunod)
– Innovation Collaborative Remettre l’humain au cœur de
l’entreprise Muriel Garcia, Nadège de Peganow (Scrineo)
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23. In summary
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Individual and collective
intelligences improvement’s
ideas are available resources
that are just waiting to be
better exploited.
Now is the time for leaders
to learn how to manage this
progress’ potential for the
sustainable competitiveness
of their business
We will shared the conviction that the
BIGGEST WASTE is about ideas;
unstimulated ideas, often unexpressed
therefore not applied and finally not
generating progress. "

24. A great challenge: to convince an SME to
implement CI
Attention
•Draw Attention
Interestt
•Arouse interest
Desire
•Cause Desire
Action
• Encourage Action
http://ip.ideasmine.net
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Approach: Find ideas
inspired by the AIDA
method

25. OPEN-INNOVATION Project
Based on the AIDA scheme, what are your ideas for concrete actions to
convince an officer of SOHO-SME to implement Collaborative innovation in its
business?
Participants: You, the reader of this e-briefing
Moderator: The writer of this e-briefing: André Langlois
Duration: 1 month
Terms: please visit http://ip.ideasmine.net
Create an account, accept the rules of the challenge and post your ideas.
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Challenge Proposal
Your participation is welcomed!

26. • Faurecia, PSA, Renault, Valeo, Hager, TRW, Alstom, Sorin, Medtronic, Virbac, 3M, Baxter, BNP,
Caisse and many SMEs trust since 1991 the experts of AL Consulting for the implementation of projects
Lean implementation and / or boosting their system progress..
• AL Consulting is a training and consulting firm comprised of a team of senior international consultants (AL
Consulting Group), method’s experts and tools for continuous and simultaneous improvement of the
results SQCDIE engineers ..
Some figures: in 21 years of activity in the field of Lean Enterprise
1200 yards of progress (Quality, 5S, Hoshin, TPM, Kanban, SMED, Logistics) in 270 sites.
missions in the automotive industry (35%) but also in the chemical, electronics, food processing, medical,
furniture, rail, services,
12800 people trained (75% Technicians Degree, Executives and Managers) in 27 countries in 5
continents,
7 languages of intervention
20-80% improvement on key indicators of progress..
To keep up with the latest practices in the field of performance management and competitiveness, AL
Consulting is a member of :
Project Lean Enterprise ENST
APRAT the network (25 offices predominantly HR 3000 representative consultants).
Founder of GIE 2D Excellence for the implementation of CSR in companies.s.
• André Langlois, Arts et Métiers ParisTech engineering, worked for 15 years with Renault. He is the
founder of AL Consulting (1991), of IdealTech (2000) and the Institute of Labour and Sustainable
Management (2009) Head of Innov'Acteurs’ association.
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www.al-consulting.com
www.ideasmine.net
www.5s-lean.com
http://smed.al-consulting.com
a.langlois@al-consulting.com
Mobile : +33609141202
André Langlois
« Fastening your progress together »