Rajesh Lalwani, CEO, Blogworks, was invited to speak at Engage 2013, Eastern India’s largest digital media summit organised by Public Relations Society of India, Kolkata Chapter.

1. helping create
brands for the future
All content copyright

2. Engage 2013: innovation within
an organisation in the social
media era
Date 21 June 2013
Contact rajesh.lalwani@blogworks.in

3. Bringing ideas to life
IMAGE
3
context

4. 4
The organisation has changed
4
context

5. 555
what has changed?
organisations
THEN – Inward
Looking
NOW – Looking
Out

6. 666
what has changed?
knowledge transfer
THEN – Top to
Bottom
NOW – Flat
hierarchies and
reverse
mentorship

7. 777
what has changed?
THEN –
Compartmentalised
NOW – Collaboration
and co-ownership
silos

8. The process of innovation within an organisation has
changed
8
innovation

9. 999
innovation then
Source: http://digitalinfusions.com/wp-content/uploads/2012/10/12-The-power-of-dialogue.pdf
Traditional, linear approach to innovation driven by R&D teams
separated by stage gates (The Strategy Group, 2010)

10. 101010
innovation now
Emerging process of brokerage based innovation – broker familiar with
explicit and tacit knowledge between team bridges structural hole.
Explore Dynamically structured
Founded on relationships
between individuals and
groups
Brokerage of subgroups to
connect those with the
idea to the managers that
have the authority to
invest
Source: http://digitalinfusions.com/wp-content/uploads/2012/10/12-The-power-of-dialogue.pdf

11. 111111
innovation now
Emerging process of brokerage based innovation
Innovation meets the
formal hierarchy of the
organisation
Idea presented to
management to review
the concept and its
commercial potential to
the organisation
Source: http://digitalinfusions.com/wp-content/uploads/2012/10/12-The-power-of-dialogue.pdf
Engage

12. 121212
innovation now
Involves active
commercialization and
evolution of the
innovation that matches a
specific need.
Uses dynamic nature of
relationships between
individual and groups to
understand what is
required to implement
innovation
Exploit
Source: http://digitalinfusions.com/wp-content/uploads/2012/10/12-The-power-of-dialogue.pdf
Emerging process of brokerage based innovation

13. 13
What kind of innovation are we seeking?

14. 141414
which innovation do you want?
Incremental
Innovations
Radical
Innovations
Breakthrough
Innovations
Small changes
to existing
technologies or
business
models
Comparatively
rarer. Create
major new
industries with
exponential
growth
Significant
changes
It is important to have a clear vision of where the company is going, as it will define and set the
context for the role innovation will play in enabling profitable growth, help determine the type
of innovation you want to drive and the way you need to organize to effect change

15. another perspective
Co-sharing driving new revenue
models – E.g. BMW & Toyota renting
cars off dealership lots in US
Similarly, Marketplaces for peer-to-
peer selling, re-selling, renting,
swapping, lending, gifting/donating
Marketplaces for product
development – enabling crowds to
collaborate on core business
functions. E.g. Kickstarter for
funding, Esty for production, Quirkly
for development
IMAGE
15
innovating business models
Source: Altimeter

16. enablers and usecases
knowledge networks
open learning
Open innovation and crowdfunding
Intraprenuership
Accelerators
Reverse mentorship

17. knowledge networks
17

18. 181818
knowledge networks
42% increase in the number of
employees engaged in
collaboration activities through
the Exchange in 1 year
Internal knowledge capital integrated with thousands of communities of
practice. Access and co-opting of external experts who can otherwise not be
hired.

19. 19
Open learning

20. 202020
open learning > coursera> khan academy
Open learning options and platforms are
increasingly helping individuals to build
knowledge base which in turn paves the
way to innovation

21. 21
Open innovation and crowdfunding

22. 222222
open innovation
Bringing together cross-domain
knowledge for breakthrough solutions
Crowdfunding within an organization
may require new motivational model
emphasizing both – individual and
community needs

23. 23
Intrapreneurship

24. 242424
intrapreneurship
3M’s Intrapreneurship program
called the “Bootlegging Policy,”
(which allows employees to spend
up to 15 percent of their time at
work developing their own creative
ideas for the betterment of the
company and the creation of new
products or services)
encourage intrapreneurial explorations on
company time through formal corporate
intrapreneurship programs

25. 25
Accelerators

26. 26
providing seed money to young
entrepreneurs
Microsoft XBox is expanding into China with company-
funded incubator programme for outside developers to
build products based on Kinect Technology
Microsoft offers start-ups $20,000 dollar
Doesn’t own the intellectual property
Cannot veto the ideas
accelerator

27. 27
Nike+ - leverage success of Nike + platform by connecting
with viable companies committed to helping people share
more active lives
10 companies selected from 100s that applied
$20,000 in funding, plus connections and mentorship by
leaders across Nike and the tech industry
FitDeck: Digital decks of exercise playing cards that
deliver ever-changing workouts for fitness and sports.
GoFitCause: Leverages fitness data as a means of
raising money for charities.
accelerator > providing seed money to young entrepreneurs

28. 28
accelerator > providing seed money to young entrepreneurs
In India, we work on the Mahindra Spark the Rise
programme
Projects submitted this year– 1884
Grants – 53 grants for a total of Rs. 27 million
Mentorship – with Dasra
Connections – 480 funders, 2887 volunteers, 2386
supporters, 267 donors, 1,000,000 votes cast
In association with Tehelka and THiNK 2012, Mahindra
Rise initiated the Tipping Point innovator series

29. 29
Reverse mentorship

30. 30
right here in india
Hindustan Unilever CEO Nitin Paranjpe sees a new
generation of consumers growing up in a digital world.
And so, for a year now, he is being tutored on social
media by a 32-year-old brand manager, Karthik Perumal
(@karthik_perumal)
Bharti Airtel HR chief Krish Shankar, 49, wanted to get
inside the minds of young talent
He seeks advice from a business manager, who is only
28 to gain insights
Reverse mentoring to 50 senior executives,up from 15
reverse mentoring
Source: The Economic Times

31. thank you