Community powered problem solving

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Summary of HBR paper with the same title by Francis Gouillart and Douglas Billings

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Community powered problem solving

  1. 1. Community-Powered Problem-Solving Francis Gouillart and Douglas BillingsPresenters: Dwi Arti Anugrah, Endro Catur Nugroho, Marlisa Kurniati, Tri Kuncoro Wati Faculty of Psychology, Universitas Indonesia, 2013 Information in this document is intended for academic purposes only.
  2. 2. Working with Community customers regulators employees citizenspartners suppliers
  3. 3. Working with Community• Challenge: To engage the customers, suppliers, employees, partners, citizens, and regulators that make up their ecosystems.• How: to provide stakeholders with the means to connect with the company—and with one another—and encourage them to constantly invent new ways to create value for their organizations and themselves.
  4. 4. ApproachesTraditional: New:repeatability & continuous adaptationcompliance
  5. 5. Solution customers regulators employees citizenspartnersCo-Creation: suppliersInviting constituencies to collectively solve problemsand exploit opportunities is a better strategy.
  6. 6. Case Study A health care initiative shows how brick-and- mortar businesses can co-create solutions withtheir partners and change the rules of the game.
  7. 7. Why?
  8. 8. Co-Creation: Steps1. Identify (and prioritze) large problems that firm cannot solve alone.2. Develop hypotheses about the internal and external stakeholders that could help tackle the problem (through Building Blocks).3. Conduct experiments to test the hypotheses.4. Continuously generate new insights from the data.
  9. 9. The Building Blocks HOW HOW platform new interactions WHOcommunity, external and internal PROBLEM BENEFIT BENEFIT experiences value
  10. 10. The Building BlocksGoals:• attract people onto provided platforms• get people to start exploring new ways to connect and generate new experiences• and let the system grow organicallyOutput: identify segments of the community tomobilize and how
  11. 11. The Building BlocksExperiment: tryout engagement platform• Internal• Internal and external• ExternalTransformation: Live engagements -> Digital engagements
  12. 12. Becton, Dickinson and CompanyChallenge: safe injection environmentSteps:• Develop team (community of interests: supply chain, purchasing, occupational health, sustainability, finance): which communities & what platform to use• Team launchs• Experiments
  13. 13. Becton, Dickinson and Company Activities Output cross functional team start • interaction map (BD and hospital to engage using different staffs)Experiment 1 platforms (meetings, e- • insight on how to improve safe mail, social media, dll) injection and syringe disposal record • try-out of safe-injection improvement in several hospitals, IT how team members system (iPads data entry), improved (account managers) engagementExperiment 2 engage (better) with • tracking of effectiveness of practices hospital (procurement and and predictive models that correlate supply chain) variations in safety performance with specific factors
  14. 14. Becton, Dickinson and Company Activities Output • users’ early involvement in product design increasing the size of • new ways of thinking about the community through co- syringe experience creation of safetyExperiment 3 • innovative ideas that further reduce injection, slow to start esp. the incidence of infections engaging users, took three • deepen hospitals’ loyalty to the to materialize company’s products. improving sustainability: taking sutainability experts improve waste management (syringe-Experiment 4 and managers (hospital) disposal on board
  15. 15. Becton, Dickinson and CompanyStrategic Output (of experiments)lower insurance rates -> dropped probability ofinfection due to less-safe injection and syringe-disposal
  16. 16. Questions• Who owns the data?• How is the value generated through co- creation shared with externals?

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