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Organizational Innovation Report:
Implementing Innovation in Organizations...
© Copyright TrendsSpotting, all rights reserved
I. Introduction: P.3
• Organizational innovation
• The role of organizatio...
© Copyright TrendsSpotting, all rights reserved
About the report:
For implementing innovation in the organization, individ...
© Copyright TrendsSpotting, all rights reserved
The role of organizational innovation
5
Organizational innovation is a cri...
© Copyright TrendsSpotting, all rights reserved
Innovation Factors
Research ReviewResearch Review
There are five key eleme...
© Copyright TrendsSpotting, all rights reserved
Innovation Factors
Research ReviewResearch Review
Leadership, organization...
© Copyright TrendsSpotting, all rights reserved
Innovation Factors
Research ReviewResearch Review
Innovation Factors
PWC 2...
© Copyright TrendsSpotting, all rights reserved
Research Review
14
GregersenINSEAD Professor Hal:Watch video
The Innovator...
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Learning & knowledge management
Research Review
17
Leaders create a learni...
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Incentives and rewards
26
Rewarding innovation: A field Study
Highlights: ...
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Incentives for innovation – in practice
28
Research ReviewResearch ReviewR...
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Process Theory
Converting inputs to outputs
Research Review
41
Marketing a...
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Innovation Chain - Weak Links
Research Review
48
Organizations typically f...
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Support through innovation stages
A.T. Kearney, 2015
Research Review
Compa...
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Idea generation and conversion
Research Review
57
Innovation in practice
I...
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Innovation and speed
65
The importance of speed to innovation is well know...
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Innovation Readiness
TrendsSpotting Innovation Studies
Innovation in pract...
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Collaboration and partnering
Research Review
76
Innovation in practice / O...
© Copyright TrendsSpotting, all rights reserved
Collaboration and partnering
Research Review
77
Innovation in practice / O...
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Forecasting the future
Research Review
78
Source: IBM CxO Study, 2015
IBM ...
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Open Innovation
80
Open innovation is a term promoted by Henry Chesbrough,...
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Open Innovation Case Studies
84
Companies such as Procter & Gamble, Unilev...
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Hackathons
90
Hackathons originated as a technology development event, oft...
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Innovation Platforms
92
Innovation platforms are fast evolving to address ...
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Innovation Platforms
93
GigaOm Research (2014) evaluated several companies...
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Innovation Campaigns
95
Innovation platforms are useful in creating Online...
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Innovation Campaigns: examples
97
Citi Ventures:
In October 2012, Citi lau...
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Effective Employee Innovation Campaigns
100
10 tips for effective collabor...
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Gamification
101
Industry Outlook:
“It doesn’t work to urge people to thin...
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Gamification as a tool for innovation
106
Effective Gamification tools:
1....
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Creating Innovation Environment
Cisco case study: “the next billion-dollar...
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Creating Innovation Environment
Cisco case study: “the next billion-dollar...
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Organizational Innovation Report by TrendsSpotting: Implementing innovation in organizations

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In this review we collects insights from academic research, leading analysts and consultancies and observe related case studies, to come up with best practices for the implementation of innovation in organizations. We review models for innovation leadership, culture, innovation strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the required set of incentives and rewards. Focusing on Innovation challenges we collect insights and best practices regarding strategy alignment, management support, idea generation and commercialization, speed, lean processes, innovation events and sharing platforms as well as innovation metrics. In search for optimal innovation implementation methods, we review studies on high performing companies and present case studies on how innovative companies implement innovation in their organization.

The 130 page PPT report “Organizational Innovation: Implementing innovation in organizations” is targeted at innovation stakeholders and aids in structuring the organization towards effective innovation.

This is a sample report.

Published in: Business

Organizational Innovation Report by TrendsSpotting: Implementing innovation in organizations

  1. 1. © Copyright TrendsSpotting, all rights reserved Organizational Innovation Report: Implementing Innovation in Organizations Research Review and Case Studies TrendsSpotting Trends & Innovation Research May 2016
  2. 2. © Copyright TrendsSpotting, all rights reserved I. Introduction: P.3 • Organizational innovation • The role of organizational innovation II. Research Review P.6 • Innovation leadership • Innovation Strategy & goals • Learning and Knowledge • Structure & systems • Incentives and rewards • Organizational culture III. Process Theory P. 36 • Converting inputs to outputs • Risk management IV. Innovation Challenges P.43 • Weak links, strong links, Performance • Management support, strategy alignment, • Idea generation, commercialization • Speed, lean processes • Best practices, readiness, metrics 2 Contents I. Sources for innovation P.75 • Shortage of talents • Open innovation + case studies Netflix P&G, 3M, Sony Pfizer • Hackathons VI. Innovation sharing platforms P.93 • Innovation platforms • Innovation campaigns- examples & effectiveness • Gamification, Gamification platforms VII. Implementing innovation in organizations: Case studies P.110 • Leadership commitment - Google • Encouraging ideas – Google; 3M, Toyota • Converting ideas to reality - Toyota • Lead users lead innovation – 3M • Customer experience – JC Penny • Motivating work environment – Google • Creating innovation environment – Cisco VIII. Conclusions & Takeaway P.126 IX. References P.132 Organizational Innovation Report
  3. 3. © Copyright TrendsSpotting, all rights reserved About the report: For implementing innovation in the organization, individuals are encouraged by top managers to think independently and creatively, and share their personal knowledge with others. Organizational innovation requires a culture of innovation that seeks and supports new ideas and new ways of "doing business” while putting efforts on optimal execution. In this review we collect insights from academic research, leading analysts and consultancies and observe related case studies, to come up with best practices for the implementation of innovation in organizations. We review models for innovation leadership, culture ,innovation strategy and goals; discuss mechanisms for learning and knowledge sharing, and review the required set of incentives and rewards. Focusing on Innovation challenges we collect insights and best practices regarding strategy alignment, management support, idea generation and commercialization, speed, lean processes, innovation events and sharing platforms as well as innovation metrics. In search for optimal innovation implementation methods, we review studies on high performing companies and present case studies on how innovative companies implement innovation in their organization. Introduction Format: 130 slides Price: $950 The report is targeted at innovation stakeholders and aids in structuring the organization towards effective innovation
  4. 4. © Copyright TrendsSpotting, all rights reserved The role of organizational innovation 5 Organizational innovation is a critical factor for both product and process innovations, as they can ensure that the innovation will be processed through all critical stages until successfully introduced to the market. Organizational innovation has a strong impact on firm’s performance. Organizational innovation can – • Drive strategic implementation within the organization • Improve the quality and efficiency of work • Enhance absorptive capacity - information exchange & new knowledge and technologies utilization. • Enable the infrastructure and context to sustain innovation • Serve as a source of competitive advantage “Economists assume that organizational change is a response to technical change, when in fact organizational innovation could be a necessary precondition for technical innovation.” Lam, 2005. Introduction
  5. 5. © Copyright TrendsSpotting, all rights reserved Innovation Factors Research ReviewResearch Review There are five key elements contributing to organizational innovation: Leadership, Mission goals and strategy, Learning and knowledge sharing, Organizational culture, Structure and systems. Leadership Strategy & Goals Structures & Systems Knowledge & Learning Organizational Culture Innovation Factors
  6. 6. © Copyright TrendsSpotting, all rights reserved Innovation Factors Research ReviewResearch Review Leadership, organizational culture and willingness to challenge norms are the most agreed factors recognized by CEOs for a successful innovation process. Innovation Factors PWC 2013 CEO Innovation Survey: Innovation Promoters
  7. 7. © Copyright TrendsSpotting, all rights reserved Innovation Factors Research ReviewResearch Review Innovation Factors PWC 2013 CEO Innovation Survey: Innovation Obstacles Financial resources, existing organization culture, lack of talent, political and regulatory factors and inadequate technology are recognized as the most common obstacles for innovation.
  8. 8. © Copyright TrendsSpotting, all rights reserved Research Review 14 GregersenINSEAD Professor Hal:Watch video The Innovators DNA (Harvard Business Press, 2011) Key insights on innovation: 1. Innovation starts at the top. Innovative leaders spend more time on asking provocative questions, making real observations and not relying on second-hand data. 2. Innovation must be allowed to permeate every level of the company. In a truly innovative company, innovation has to be everybody’s job. 3. Innovation can be disruptive, and in a company with no innovation philosophy, it’s likely to be unwelcome. Innovative people in such environment may get a lot of pushback and irritation, and may even get fired.” Think different, behave different Innovation LeadershipInnovation Leadership Research Review / Innovation Leadership
  9. 9. © Copyright TrendsSpotting, all rights reserved Learning & knowledge management Research Review 17 Leaders create a learning environment by providing – • Support for experimentation (Damanpour, 1991; King et al., 1992; West & Anderson, 1992) • Tolerance for failed ideas (Madjar et al., 2002) • Adopting risk-taking norms (King et al., 1992; West and Anderson, 1992) • Supporting learning and development of employees • Fostering the acceptance of diversity within the group (Crossan and Hulland, 2002). Knowledge management systems that enable innovation include – • Usage of formal idea generation tools (Cebon and Newton, 1999; Loch et al., 1996) • External linkages with universities (Atuahene-Gima, 1995) and the quality of these linkages (Cebon and Newton, 1999) • Formal information gathering (Oliver et al., 1999), and customer insight (Lee et al., 1996). Research Review / Learning & Knowledge
  10. 10. © Copyright TrendsSpotting, all rights reserved Incentives and rewards 26 Rewarding innovation: A field Study Highlights: Rewards increase participation rate and the quality of ideas submitted. Participation base persisted even after the reward was discontinued. Gibbs, Neckermann, and Siemroth (2015) conducted a yearlong experiment in a large technology firm (HCL) to test whether incentives could spur innovation. It had offered incentives to 5,400 employees, and when the company or one of its clients implemented an idea that had been developed through the idea portal, management awarded praise and points to the responsible employees. The points could be traded for prizes such as smartphones and gift certificates. Meanwhile, the company had also created a control group of 6,000 employees operating without incentives. And this allowed the researchers to see that rewards had a clear impact: workers across all departments responded to the company-organized experiment, and they generated better ideas as rewards increased. The rewards, the researchers found, inspired more lower-level employees to use the portal. And they increased the quality of ideas. “Our findings suggest a trade-off between quality and quantity in idea- creation,” the researchers write. This is important, Gibbs stresses, as rewards can motivate employees to focus on quality, generating fewer but better ideas. , “A Field Experiment in Motivating EmployeeSiemroth, and ChristophNeckermannGibbs, SusanneMichael:Source .2015Ideas,” Initiative on Global Markets working paper, December Research ReviewResearch ReviewResearch Review / Structure & Systems
  11. 11. © Copyright TrendsSpotting, all rights reserved Incentives for innovation – in practice 28 Research ReviewResearch ReviewResearch Review / Structure & Systems Question: Which of the following is the most effective for an organization to motivate its employees to be innovative? 38% of global business executives see financial incentives as the most effective motivator for innovation. (50% - Managers in the U.S. , Americas - 45%) Career promotion was the second most agreed motivation (global = 21%). Only few chose innovation time allocation (17%) and internal recognition (12%) as effective in motivating innovation 2014 KPMG Tech Innovation Survey
  12. 12. © Copyright TrendsSpotting, all rights reserved Process Theory Converting inputs to outputs Research Review 41 Marketing and commercialization are the final innovation processes. They involve the management and administrative cores of the organization (Adams et al., 2006). According to Adams et al. (2006), commercialization is the least developed area of innovation management as it is often considered the domain of other specialists, particularly marketers. However, without including commercialization, the innovation cycle is not complete. Commercialization includes market research, marketing proficiency such as number of product launches (Yoon and Lilien, 1985), launch proficiency (Song and Parry, 1996), personnel proficiency, post-launch reviews (Atuahene-Gima, 1995), and adherence to schedule (Griffin and Page, 1993). Research Review / Process Theory
  13. 13. © Copyright TrendsSpotting, all rights reserved Innovation Chain - Weak Links Research Review 48 Organizations typically fall into one of three broad “weakest link” scenarios: 1. The idea poor company, which spends a lot of time and money developing and diffusing mediocre ideas that result in mediocre products and financial returns. The problem is in idea generation, not execution. 2. The conversion poor company has lots of good ideas, but managers don’t screen and develop them properly. Instead, ideas die in budgeting processes that emphasize the incremental and the certain, not the novel. Or managers adopt the “1,000 flowers” approach, letting ideas bloom where they may but never culling them. The need is for better screening [and development] capabilities, not better idea generation mechanisms. 3. The diffusion poor company has trouble monetizing its good ideas. Decisions about what to bring to market are made locally, and ‘not invented here’ thinking dominates. As a result, new products and services aren’t properly rolled out across geographic locations, distribution channels, or customer groups. Hansen and Birkinshaw (2007) Innovation in practiceInnovation Challenges
  14. 14. © Copyright TrendsSpotting, all rights reserved Support through innovation stages A.T. Kearney, 2015 Research Review Companies profiled as “Leaders” report on more managerial focus on the early stages of innovation, compared to “Followers” Innovation in practiceInnovation Challenges
  15. 15. © Copyright TrendsSpotting, all rights reserved Idea generation and conversion Research Review 57 Innovation in practice In Booz and company 2012 Global Innovation Survey 46 percent of respondents admit that their companies are just marginally effective at generating ideas and converting them to commercial projects. Moreover - nearly half of the respondents reported that fewer than 20 percent of their projects were converted to full development projects. Once projects well fully developed, only 20 percent of them reached commercialization (as reported by 43% of respondents) Innovation Challenges According to Accenture 2013 US Study more than 60 percent believe collaborative thinking, which corporations can readily support, is the best source for new ideas.
  16. 16. © Copyright TrendsSpotting, all rights reserved Innovation and speed 65 The importance of speed to innovation is well known. Recent studies indicate that today it’s considered the most important innovation domain to have impact on the industry in the coming years. Speed enables companies to capture emerging trends on time, create a gap from competitors, lower costs and increase quality. Long development times were the most-cited obstacle (42% in 2015 – 6% rise from 2014) to generate returns on innovation and product development. The Rising Need for Innovation Speed : Four Factors that2015The Most Innovative Companies ).2015(BCG report, DecemberDifferentiate Leaders Innovation Challenges / Speed
  17. 17. © Copyright TrendsSpotting, all rights reserved Innovation Readiness TrendsSpotting Innovation Studies Innovation in practiceInnovation in practiceInnovation in practice / The innovation PremiumInnovation in practiceInnovation in practiceInnovation in practice / The innovation PremiumInnovation In Practice ,Risk averse orientation-TrendsSpotting Innovation Readiness StudiesAccording to bureaucracy and lack of innovation strategy and methodologies (engagement, commitment and coordination) are the most common obstacles for successful innovation implementation. Across all studies, innovation metrics were found to be important for maintaining controlled and monitored innovation management. TrendsSpotting Employee Innovation Questionnaire is a scientifically-validated employee assessment tool designed for use within organizations. The questionnaire (35 questions) assesses innovation importance, and dedicated time for innovation activities. It also compares perceived innovation success to competitive companies (multinational + local) and traces most pronounced innovation promoters. It profiles key innovation parameters (leadership, knowledge sharing ) as well as innovation performance across the different innovation stages. TrendsSpotting’s Employee Innovation Survey is useful to map Innovation Readiness in the organization and to identify opportunities for change and improvement. Research ReviewInnovation in practice / ChallengesInnovation Challenges
  18. 18. © Copyright TrendsSpotting, all rights reserved Collaboration and partnering Research Review 76 Innovation in practice / Open Innovation CEO’s have a new strategy in the unending war for talent. They are creating more open and collaborative cultures — encouraging employees to connect, learn from each other and thrive in a world of rapid change. Collaboration is the number-one trait CEOs are seeking in their employees, with 75 percent of CEOs calling it critical. The emphasis on openness and collaboration is even higher among outperforming organizations — as they hold the change-management capabilities to make it happen. Extensive partnering is providing the edge CEOs need to take on radical innovation. The pressure to innovate is not subsiding, and organizations are teaming to meet the challenge. More than half of all CEOs are partnering extensively to drive innovation. Compared to their less successful peers, outperformers are partnering for innovation more aggressively. But they are also tackling more challenging and disruptive types of innovation. Instead of settling for simply creating new products or implementing more efficient operations, they’re more likely to be moving into other industries or even inventing entirely new ones. Source: IBM 5th biannual CEO Study, 2012 IBM Annual CEO study (over 1700 CEO’s from 64 countries in 18 Industries) presents managerial perceptions regarding collaboration and partnering Internal and external sources for innovation
  19. 19. © Copyright TrendsSpotting, all rights reserved Collaboration and partnering Research Review 77 Innovation in practice / Open Innovation According to IBM’s 2015 CxOs study (5,247 business leaders from 21 industries, 70 countries) CxOs are looking for additional innovation from external sources to help them be more effective (54%) and are planning to expand their partner network (70%). PWC 2015 CEO Survey: When asked for primary reasons for collaborating in joint ventures, strategic alliances or informal collaborations – 40% of CEOs report on the ability to strengthen innovation capabilities Research shows that companies that looked at outside sources for innovation ideas were more likely to be top performers in terms of revenue growth, profitability and innovation. But do managers realize that? A.T Kearney 2015 global study finds leading companies are using a mix of external sources (55%) and internal sources (45%) to generate new ideas. 55% 45% Internal and external sources for innovation
  20. 20. © Copyright TrendsSpotting, all rights reserved Forecasting the future Research Review 78 Source: IBM CxO Study, 2015 IBM 2015 CxOs study (5,247 business leaders from 21 industries in more than 70 countries ) reveals that CxOs are still using traditional methods for forecasting trends (80% use brainstorming while only 23% use crowdsourcing). Most common sources are external thought leaders (55%) while only half rely on customer feedbacks. Methods used for forecasting trends Sources for forecasting trends Internal and external sources for innovation
  21. 21. © Copyright TrendsSpotting, all rights reserved Open Innovation 80 Open innovation is a term promoted by Henry Chesbrough, the writer of the book “Open Innovation: The new imperative for creating and profiting from technology”. Open Innovation is referred to as “The use of purposive inflows and outflows of knowledge to accelerate internal innovation and expand the market for external use of innovation”. As part of such an approach, it is ever more common for them to venture beyond their own boundaries in search of external knowledge to fuel their new product development efforts (Rosenkopf & Nerkar 2001). Pressed by recurring calls for ever more frequent and radical new product and service introductions, firms are increasingly discovering the potential benefits of joining forces with a range of external actors including customers, suppliers, competitors or research institutions (Chesbrough 2003). The interactions that occur as part of such a “connect and develop” approach to New Product Development are frequently bidirectional (Huston & Sakkab 2006). Often firms not only absorb external knowledge (inbound open innovation), but also share internal knowledge with outsiders (outbound open innovation). Internal and external sources for innovation / Open innovation
  22. 22. © Copyright TrendsSpotting, all rights reserved Open Innovation Case Studies 84 Companies such as Procter & Gamble, Unilever, General Mills, Hewlett-Packard, Kraft, Philips and L’Oreal have all successfully implemented open-innovation approaches, generating great ideas in partnerships with universities or by paying careful attention to consumers, high-tech entrepreneurs and others. The Danish toymaker LEGO has been leveraging customer ideas as a source of innovation for years, and some new products are even labeled - “created by LEGO fans.” In 2006, DVD-rental and online video-streaming company Netflix sought to improve the accuracy of its video-recommendation algorithm, which suggests new movies based on users’ previous video preferences. The company announced an open contest inviting programmers to develop an algorithm that improved prediction accuracy by 10 percent. In 2009, after 30,000 teams from 171 countries were working on this assignment – they succeeded while cutting the cost that would have been required if done internally. Internal and external sources for innovation / Open innovation
  23. 23. © Copyright TrendsSpotting, all rights reserved Hackathons 90 Hackathons originated as a technology development event, often held over a single weekend, where developers work in sprints to develop product prototype, usually including a prize for the team creating the best concept. It can involve testing a new platform/ product or revising an existing one. Today, it is used by diverse industries that initiate creative team gathering (entrepreneurs ,designers, developers, scientists) trying to solve specific problems. In many cases, teams continue to work together with the organizations that initiated the hackathons after the initial event has ended. Hackathons are known to offer an opportunity to achieve innovation-oriented goals with limited resources. . Internal and external sources for innovation / hackathons For these events to succeed, organizations must ensure exciting atmosphere, provide direct access to open data, create wide promotion and social media efforts, present valuable benefits to participants, cooperate with public organizations, get sponsorship by leading companies (Google, Microsoft, etc. ) and pre-plan intellectual property arrangements.
  24. 24. © Copyright TrendsSpotting, all rights reserved Innovation Platforms 92 Innovation platforms are fast evolving to address the need for controlled innovation management in large enterprises. Originally developed for idea-management at the initial stage of the innovation process, they now provide comprehensive solution to complex managerial change and improvement initiatives, especially as innovation becomes more central to product development and company competitiveness. Leading organizations require a coherent approach to innovation and a practical way to monitor best practices. They seek a centric location, one that will allow identifying new ideas based on authentic diverse sources, will ensure engagement and help process execution. With advanced technological capabilities, software platforms can be the best place for the organization to collaborate, drill new ideas and test them in real time. There is a growing list of Innovation platform providers. Among them are — BrainBank, Brightidea, CogniStreamer, Hype Innovation, IdeaScale, Imaginatik, inno360, InnoCentive, Innovation Factory, InnovationCast, Kindling, Nosco, Qmarkets, and Spigit. Innovation Platforms Source: TrendsSpotting , April 2015
  25. 25. © Copyright TrendsSpotting, all rights reserved Innovation Platforms 93 GigaOm Research (2014) evaluated several companies supplying such innovation platforms. Their findings suggest that Spigit-Mindjet and Hype are the suppliers best aligned with market forces. Imginatik is taking a bold bet on being the first to enter the C suite and become a strategic transformation adviser and support service. Brightidea has perhaps the strongest client base but still seems oriented around a traditional view of innovation, whereas Qmarkets is strong in decision-making, an area that could grow in importance as innovation projects proliferate. Innovation Platforms
  26. 26. © Copyright TrendsSpotting, all rights reserved Innovation Campaigns 95 Innovation platforms are useful in creating Online Innovation Campaigns. With the right trigger for action, employees can engage easily by posting new ideas, voting, commenting, and building on each other’s ideas. Innovation platforms can be effective in creating an innovation focused atmosphere that builds into an innovative culture, in which everyone in the organization gets a voice and impact. Effective innovation campaigns can help companies collaborate through all innovation stages: Idea generation: Teams can be challenged to identify innovative solutions that can promote the company's strategy and market value or improve internal processes. Selection: Reactions received by employees from different departments and roles (reviewers can be also specifically chosen) can help evaluate these ideas. Execution: Innovation campaigns can also create voluntary teams that will be designated to execute the most promising initiatives. Projects can also be monitored through the production cycle and credit submitters in case they provide real value. * Case studies suggest that adding clients to specific campaigns can achieve great value in identifying new opportunities and even for scaling up projects. Innovation Platforms Source: TrendsSpotting , April 2015
  27. 27. © Copyright TrendsSpotting, all rights reserved Innovation Campaigns: examples 97 Citi Ventures: In October 2012, Citi launched a global Ideas Challenge for employees, involving 263,000 employees. According to Susan Andrews, Citi's head of innovation, "it was the first time Citi had ever done anything like this, so there were a lot of cultural norms that had to be addressed. We had to get management involved, they had to give their teams permission to participate. We needed to educate people on how to use this new tool". 6,500 employees from 97 countries participated in the challenge and 2,307 ideas were submitted. "We discovered that it was like opening the floodgates," Andrews says. About 10% of the employees were "ideators" who actually entered an idea in the system. A large percent were collaborators, who would chime in on submitted ideas. A third type of user emerged that Andrews calls "connectors." These employees didn't collaborate or submit ideas, but suggested other employees who might be interested or who had been involved in similar projects. Citi ran the Challenge on Spigit crowdsourcing platform. In addition to hosting the basic crowdsourcing, voting and leaderboard features (displaying the top 10 ideas, for instance), the Spigit software provided gamification. Participants earned virtual currency for their contributions to the Challenge, which they later could use to bet on the ideas they thought had the most potential. " The top 10 teams created videos of their concept which were posted on the site. Through the trading process, the top four ideas were selected, and presented to a panel of senior leaders. Innovation Platforms
  28. 28. © Copyright TrendsSpotting, all rights reserved Effective Employee Innovation Campaigns 100 10 tips for effective collaborative innovation campaigns: 1. You have to create innovative campaigns in order to yield innovative outcomes. Be creative with the leading concept, make employees excited for the upcoming campaign. 2. Plan a short duration campaign with focused targets and leading concept which is engaging and fun to all. It is important that the concept will be relevant and meaningful. 3. Use multi-channel communication to invite employees (physical posters, social media, SMS, emails, personal requests, CEO call out). 4. Make sure that the platform you’re using is self-guided and easy to operate. Provide examples for ideas so participants will understand what you expect from them. 5. Provide relevant incentives for participation (meaningful rewards, empowering recognition). 6. Ensure participation and high involvement of senior managers and company leaders. 7. For the selection phase, pre-compile evaluation parameters that meet campaign strategy and goals. It's important that the reviewers will be chosen carefully and that the evaluation process will be transparent. 8. Throughout the campaign, you will need to keep participants active (posting, commenting and voting) - send reminders, status alerts, feedbacks, notification on progress. 9. The campaign might end with the selection of the best idea – but campaign owner must be responsible to keep everyone updated with the progress of the development and execution of the ideas chosen. Employees will continue sharing ideas only if they see their top suggestions seriously considered. 10. Avoid running too many campaigns in one year so you won’t get employees tired of these efforts. Innovation Platforms Source: TrendsSpotting , April 2015
  29. 29. © Copyright TrendsSpotting, all rights reserved Gamification 101 Industry Outlook: “It doesn’t work to urge people to think outside the box without giving them the tools to climb out.” (Decision support manager at 3M) Gartner predicted (April 2011): • By 2015, more than 50 percent of organizations that manage innovation processes will gamify those processes. • A gamified service for consumer goods marketing and customer retention will become as important as Facebook, eBay or Amazon • More than 70% of Global 2000 organizations will have at least one gamified application. Gamification describes the broad trend of employing game mechanics to non-game environments such as innovation, marketing, training, employee performance, health and social change. Game elements can be competition, ranks or role-playing. It encourages users to engage in desired behaviors, taking advantage of humans’ psychological predisposition to engage in gaming. It can help achieve goals that are important for the organizers (developing innovative ideas), or even help complete tasks that are usually perceived boring (such as counting elements, translating words, completing surveys, shopping, or reviewing websites). Innovation Platforms / Gamification
  30. 30. © Copyright TrendsSpotting, all rights reserved Gamification as a tool for innovation 106 Effective Gamification tools: 1. Clear goals: the game should provide well-defined rules that will help empower players and direct them to desired goals. 2. Engaging narrative: Gamification builds a narrative that can excite participants and encourage their involvement. Efforts must be enjoyable. 3. Achievable tasks: Gamification should provide opportunities for short-term, achievable goals that will not create disappointment or lead to drop outs. 4. Risk free environment: Evaluation should be based on contribution, not on titles or rank. Participants must feel comfortable to introduce ideas with no fear (good feedback is very important). In some situations, it might be worth to consider anonymity of participants. Gamification Innovation Platforms / Gamification
  31. 31. © Copyright TrendsSpotting, all rights reserved Creating Innovation Environment Cisco case study: “the next billion-dollar idea can come from anywhere” 12 Implementing innovation in organizations / Case Studies Kip Compton Chief Technology and Strategy Officer, Services Unleashing Innovation Summit, New York City, 2015Here’s how Cisco drives innovation into their culture: - Cisco Spark collaboration platform that makes it easy for teams to post messages, share content, and meet face-to-face from virtually any device, anywhere in the world. -The Cisco Innovation Academy Last spring, the Academy held an Internet of Everything (IoE) innovation challenge that asked employees to come up with a “killer application” that would help solve customers’ most pressing business problems in six industries: energy, health care, manufacturing, retail, public sector, and transportation. Nearly 9,000 employees took part and submitted 516 ideas. Another 4,900 employees voted, and 586 contributed comments on the ideas. Internet of Everything Innovation Centers . These centers opened worldwide, host startups, accelerators, developers, researchers, ecosystem partners, and the venture community and allow them to gather and create ground-breaking technology and innovative IoE solutions. Cisco Investments - Portfolio of $2 billion, with more than 80 direct investments around the world. The team of 40 investment professionals focuses on technologies in the IoT, Big Data/analytics, connected mobility, storage, semiconductors, content technology ecosystems, as well as the most promising innovations in China, India, and Israel.
  32. 32. © Copyright TrendsSpotting, all rights reserved Creating Innovation Environment Cisco case study: “the next billion-dollar idea can come from anywhere” 12 The Cisco Tech Fund is a multi-million dollar innovation fund designed to nurture disruptive ideas inside Cisco that aren’t currently on the company’s radar but could become billion- dollar businesses of the future. The fund ensures that long-term breakthroughs are not sacrificed in the pursuit of near-term revenues. It provides our senior engineers with the funds, resources, equipment, and people needed to explore and investigate ideas that may still be years away from incubation in Cisco’s Emerging Technologies organization or from integration into existing business units. The Pioneer Awards are Cisco’s most prestigious accolade for innovation. Presented annually to the individuals or teams who have delivered breakthrough innovation in product and service design and development, the awards are presided over by Cisco CEO and Chairman John Chambers. The awards epitomize the company’s culture of technical innovation, risk taking, and collaboration—recognizing those pioneers who possess attributes of leadership and perseverance by thinking beyond established trends. Their work leads Cisco into new technology territories and helps the company achieve greater productivity, increase profitability, and sustain high levels of customer satisfaction. Implementing innovation in organizations / Case Studies Kip Compton Chief Technology and Strategy Officer, Services Unleashing Innovation Summit, New York City, 2015
  33. 33. © Copyright TrendsSpotting, all rights reserved Original image Credit: Fadhirul Fitri Jamsari Source: http://www.flickr.com/photos/sey_alg9/2930523547/ Original image Credit: Jeroen van Deel, flicker, 2005 Netherlands Source: http://www.flickr.com/photos/fotovandeel/3127361451/ Original image Credit: iphone battery icon Source: http://sneakhype.com/accessories/2010/12/iphone-icon-battery.html Original image Credit: Daveyo520 Source: http://www.giantbomb.com/forums/off-topic/31/headphones-on-without-using- them/422062/?page=3/ 133 Sources of images used in this report: Appendix Sources of images used in this report: Format: 128 slides Price: $950 Click here to purchase Buy the Business Innovation ReportBuy the Org. Innovation Report Format: 140 slides Price: $950 Click here to purchase or learn more TrendsSpotting.com is an Innovation Research company. Using unique Research 2.0 methodologies to follow consumer behaviors, we identify key industry trends, and apply insights into strategic planning.
  34. 34. TrendsSpotting offers Innovation Consulting, Customized & Syndicated Trend Reports, published at top market research databases. TrendsSpotting serves leading TrendsSpotting’s insights are presented at and quoted in the . TrendsSpotting’s are read by thousands and used by leading companies to plan their future. Visit us here: The TrendsSpotting Blog www.trendsspotting.com news media global companies. Annual Prediction Reports TrendsSpotting.com is a Trends Research Company. Using a unique combination of marketing research with design focused user experience research we identify key industry trends, develop marketing insights and provide new product development strategy Sources of images used in this report: Appendix Sources of images used in this report:TrendsSpotting.com is a Trends Research Company. Using a unique combination of marketing research with design focused user experience research we identify key industry trends, develop marketing insights and provide new product development strategy TrendsSpotting.com is an Innovation Research company. Using unique Research 2.0 methodologies to follow consumer behaviors, we identify key industry trends, and apply insights into strategic planning.
  35. 35. TrendsSpotting.com is a Trends Research Company. Using a unique combination of marketing research with design focused user experience research we identify key industry trends, develop marketing insights and provide new product development strategy TrendsSpotting’s Prediction Reports For the last ten years TrendsSpotting has published prediction reports covering trends in tech, mobile and social media. TrendsSpotting’s Influencers Prediction Reports are read by thousands of readers and used by leading companies to plan their future. Online Country Reports: We have recently completed an extensive research series exploring internet and mobile behavior in 16 countries, the most intriguing markets - internet wise. Europe - Germany, Belgium, France, Poland, UK, Turkey, Greece Asia - China, India, Hong Kong, Vietnam, South Korea, Taiwan, Singapore, Indonesia Central and S. America: Mexico (more to come..) Latest Innovation Reports: Innovation Readiness – Methodologies for innovation assessment The future of Health Mobile Accessories: Trends and Innovations Online Shopping Pets Technologies: Communicating with Pets Sources of images used in this report: Appendix Sources of images used in this report:TrendsSpotting.com is a Trends Research Company. Using a unique combination of marketing research with design focused user experience research we identify key industry trends, develop marketing insights and provide new product development strategy TrendsSpotting.com is an Innovation Research company. Using unique Research 2.0 methodologies to follow consumer behaviors, we identify key industry trends, and apply insights into strategic planning.
  36. 36. TrendsSpotting.com is a Trends Research Company. Using a unique combination of marketing research with design focused user experience research we identify key industry trends, develop marketing insights and provide new product development strategy TrendsSpotting is headed by Dr. Taly Weiss, a Social Psychologist and innovation researcher. Taly is a leading authority in technology trends research. She was among the first researchers to use web metric technology for practical research. She advises corporations on emerging technologies, innovation implementation and on NPD. Her academic works contributes to the field of Behavioral Economics. She investigates people’s willingness to join groups and share resources. Reviews on our recent reports: This is a very interesting and timely report. In addition to a comprehensive review of survey data, TrendsSpotting's unique use of web metrics reflecting consumers' online behavior, brings market research into Web 2.0 era. I find TrendsSpotting's business review an important resource for marketers". -- Guy Kawasaki, Best seller author and founder of Garage Technology Ventures. "The report is enormously comprehensive and stunningly interesting. TrendsSpotting.com has pulled it all together to make it highly relevant. I am impressed by the breadth and depth, and timeliness of the content. Wow." -- Marian Salzman, CEO Havas North America. trendspotter. Sources of images used in this report: Appendix Sources of images used in this report: TrendsSpotting.com is an Innovation Research company. Using unique Research 2.0 methodologies to follow consumer behaviors, we identify key industry trends, and apply insights into strategic planning.

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