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Ines Mergel - Open Innovation - deutsch


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Keynote presentation I gave at the Kongress Effizienter Staat in Berlin, April 2012.

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Ines Mergel - Open Innovation - deutsch

  1. 1. Ines Mergel Perspektive Mitmachstaat: Crowdsourcing Open InnovationExtrem niedriges Vertrauen in“Getting the job done” 1
  2. 2. Anstieg der Nutzerzahlen auf socialnetworking services 65% der Erwachsenen nutzen SNS 2
  3. 3. Zugang zu Informationen &NachrichtenPew: The State of News Media 2012: Government should be collaborative. Collaboration actively engages Americans in the work of their Government. Executive departments and agencies should use innovative tools, methods, and systems to cooperate among themselves, across all levels of Government, and with nonprofit organizations, businesses, and individuals in the private sector. Executive departments and agencies should solicit public feedback to assess and improve their level of collaboration and to identify new opportunities for cooperation. 3
  4. 4. Open Innovation Memo EXECUTIVE OFFICE OF THE PRESIDENT NATIONAL SCIENCE AND TECHNOLOGY COUNCil WASHINGTON, D.C. 20502 June 8, 2011 MEMORANDUM FOR THE NATIONAL SCIENCE & TECHNOLOGY COUNCIL COMMITTEE ON TECHNOLOGY FROM: Aneesh Chopra, US Chief Technology Director for Technology, Office of Science & Technology c .---- SUBJECT: Winning the Future through Open Innovation a Progress Report on Our Open Government Initiative President Obama is determined to win the future by out-innovating, out-educating and out- building our global competition. In his Strategy for American Innovation, he frames the governments role as (1) investing in the building blocks for innovation (infrastructure, research and development [R&D], and an educated workforce); (2) promoting market-based innovation; and (3) catalyzing breakthroughs for national priorities (e.g., health care, energy, manufacturing, and education). Key to catalyzing breakthroughs in national priorities is to unlock opportunities for productivity improvement, including the ability to harness information technologies in new and creative ways. A recent McKinsey study estimates that in the healthcare sector alone, the potential benefits from deploying data-harvesting technologies and skills could be $300 billion a year. 1 We invest more in pet food R&D than we do in R&D for the electric grid. 2 A recent PCAST report estimates that R&D expenditures in K-12 education account for only 0.2% of revenues in comparison to pharmaceutical companies, which invest approximately 15% of their revenues in R&D. 3 Amidst the execution of our innovation strategy is a mistrust of Washingtons ability to get the job done. For too long, the American people have worked harder for less buying power, grown“Open Innovator’s Tool Kit” more concerned for their job and health security, and lost faith in the next generations ability to live a better life than their own. Legacy perceptions of Washington have reinforced the belief that the government benefits the special interests and the well-connected at the expense of the American people. The public sector has struggled to harness technology to boost productivity. Key to addressing these two challenges - the trust deficit and the need for a forward-leaning vision for our economy - is our ability to harness the entrepreneurial spirit of innovators through EXECUTIVE OFFICE OF THE PRESIDENT a portfolio of technology and innovation policies that emphasize the governments role as NATIONAL SCIENCE AND TECHNOLOGY COUNCIL "impatient convener" - one that delivers results in shorter time frames and builds on existing WASHINGTON, D.C. 20502 legal and budgetary frameworks. February 8th, 2012 ISteve Lohr, New Ways to Exploit Raw Data May Bring Surge of Innovation, a Study Says, The New York Times,MEMORANDUM FOR THE NATIONAL SCIENCE & TECHNOLOGY COUNCIL (May 13,2011). 2 Alex Kingsbury, "A Smart Electrical Grid Could Secure the Energy Supply," U.S. News and World Report,COMMITTEE ON TECHNOLOGY (April 7,2010). 3 Presidents Council of Advisors on Science and Technology report, "Prepare and Inspire: K-12 Science,FROM: Aneesh Chopra, US Chief Technology Officer and Associate Director for Technology, Engineering, and Math (STEM) Education for Americas Future" (2010). Technology, Office of Science & Technology Policy 1SUBJECT: OpenOn June 8, 2011, I wrote to you describing open innovationtapping citizen expertise to make government smarter and more responsive to private sectordemands. This note builds upon those ideas and introduces a new online resource the Open olio of additional policy tools deployed by agencyleaders seeking to spur innovation in government within existing authorities.Background Memorandum on Transparency andOpen Government. Fulfilling a campaign commitment, he designated the position as an Assistantto the President and member of both the National Economic and Domestic Policy Councils tohelp the country meet its goals from job creation, to reducing health care costs, to protecting thehomeland.In his remarks Strategy for American Innovation 1, President Obama said, -ever chief technology officer, charged with looking at ways 4Procter & Gambl s from theoutside; awards to celebrate innovative ideas from within; and
  5. 5. Open Innovation  “Closed innovation”   “Altes” Paradigma   Volle Kontrolle über den Prozess   Intern-fokussierte Logik  Open Innovation   “Disruptive innovation”: Drastische Änderung der sozialen Innovationsprozesse   Nicht die Technologie selber (Telefon, oder eMail), sondern die Art und Weise wie Technologie genutzt wird   Öffnet die Grenzen zwischen Verwaltung, Bürgern und anderen Organisationen   Grösste Herausforderung: N.I.H.-Syndrom (not invented here)Wisdom of the crowd Grosse Gruppen sind smarter als wenige elitäre Denker: 1.  Probleme lösen 2.  Zukunftsprognosen 3.  Entscheidungsfindung 4.  Neuartige Ideen Surowiecki (2005) 5
  6. 6. Passives crowdsourcing   Digitalisierung von Büchern, Zeitungen und alten RadioshowsAktives crowdsourcing •  Designvorschläge •  Image-Kampagnen •  etc. 6
  7. 7. Challenge.govKostenlos für alle Bundesbehörden   Intern   Extern Open Innovation-Prozess •  Problemdefinition 1. •  Ideensammlung •  Redaktionelle Bearbeitung 2. •  Kondensierung •  Bürger stimmen ab 3. •  Verbessern gewählte Lösung •  Implementierung 4. •  Breite Anwendung 7
  8. 8. Externe Nutzung:Smart city: Manor, TX MANOR, TEXASInterne Nutzung: NYCMitarbeiter 8
  9. 9. Interne & externe BeteiligungWikiplanning.orgWisdom of the crowdNotwendige Voraussetzungen: Kritik: Herdentrieb &1.  Diversität Panik2.  Unabhängigkeit3.  Dezentralisierung “A person is4.  Aggregation smart. People are stupid.” 9
  10. 10. Lessons learned...   Freiwillige Teilnahme   Fester Zeitrahmen   Direkte Feedback-Mechanismen   Email loops   Transparenz der Vorgänge   Anreize: Gaming-Elemente, Währung   Gesellschaftliche Anerkennung   “Store front” Manor, TX “Store front”INCENTIVES 10
  11. 11. Harford County “Store front”INCENTIVES Kann Bürgerbeteiligung funktionieren? 11
  12. 12. Vielen Dank! @inesmergel 12