Crowdsourcing	  and	  Internal	  Innova+on	      Social	  Innova+on	  Benchmark	  Study	  II	                             ...
Execu+ve	  Summary	                                                                                                       ...
Social	  Innova+on	  Hub	  and	  Spoke	  Model	                                                            Showing	  Cause...
Benchmark	  Study	  Background	  •       The	  increasing	  applica+on	  of	  Social	  Networking	  plaborms	  outside	  o...
 IBM	  Jams	  –	  Time	  Bounded	  Innova+on	  Community	                                                                 ...
                                                                        Microcenter	  of	  Excellence	                    ...
                                       Op+mizing	  the	  Crowd:	  Managing	  the	  Talent	  Pool	               Prac+ce:	 ...
BrightIdea:	  Rapid	  Idea	  Genera+on	  &	  Dedicated	  Team	           Prac+ce:	  	  Use	  out-­‐of-­‐box	  plaborms	  t...
                                         Voice	  of	  the	  Customer	  from	  Emerging	  Markets	                      Pra...
                                                     Voice	  of	  the	  Customer	                                      Dri...
Social	  Innova+on	  –	  Success	  In	  A	  Box	            Prac+ce:	  	  Implement	  5	  fundamental	  components	  to	  ...
Lower	  Costs	  of	  Innova+on	           Prac+ce:	  	  Use	  	  social	  innova+on	  systems	  (tools	  and	  organiza+on...
                                                      Customers	  Driven	  Strategy	  &	  Tac+cs	  	                      ...
                                                        Repurposing	  Social	  Networks:	  	  	                           ...
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Using Social Collaboration in Product Innovation - Updated


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This benchmark studying outlines 10 best practices in applying social technologies to the product innovation process. Case studies come from companies that are ahead of the industry curve in accelerating both time to market and innovation.

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Using Social Collaboration in Product Innovation - Updated

  1. 1. Crowdsourcing  and  Internal  Innova+on   Social  Innova+on  Benchmark  Study  II    Applicaon  of  Social  Technologies  to  Product   Development       John  Carter   Tammy  L.  Madsen   Jeanne  Bradford   Kumar  Sarangee     Jennifer  L.  Woolley       TCGen,  Inc.   Leavey  School  of  Business   Menlo  Park,  CA       Santa  Clara  University     Santa  Clara,  CA         August  2012          
  2. 2. Execu+ve  Summary   Par+cipants  •  Innova+on  does  not  have  to  be  unbounded  in  +me.    Social  innovaon  allows  teams  to  innovate   quickly  and  repeatedly  compared  to  the  open  ended  tradi+onal  research  approach.   Amway  •  Social  innova+on  systems  reduce  the  cost  of  innovaon  by  leveraging  ideas  and  facilita+ng  lean   product  development  with  small  teams  under  five  people  and  low  six  figure  budgets.   Autodesk  •  The  quan+ty  of  data  from  a  community  is  not  a  subs+tute  for  quality.    The  selec+on  of  clearly   defined,  closed  communi+es  with  screened  parcipants  results  in  higher  quality  and  more   Cisco   relevant  input.  •  There  is  no  need  for  investment  in  home-­‐grown  social  media  tools.    Good  commercial  soluons   DuPont   are  available,  and  many  of  these  are  cloud  based  applica+ons  can  be  applied  to  product  crea+on   out  of  the  box.   Farmers   Dupont  •  Social  innovaon  tools    can  provide  most  of  the  benefits  of  in-­‐person  Voice  of  the  Customer   without  the  expense  of  travel.  This  enables  cost  effec+ve  entry  into  emerging  markets.     Hewle[-­‐Packard  •  User  Generated  Content  (UGC)  in  the  form  of  photographs  from  a  well  defined  community  of   provided  product  designers  with  a  visual  image  of  the  product  environment  .   IBM    •  There  are  five  fundamental  components  that  enable  successful  social  innovaon  –  mastering   them  all  will  lead  to  “success  in  a  box”.    They  include:  Screening  Members,  Providing  Rewards,   NetApp   Coordina+ng  Corporate  Leadership,  Hiring  Qualified  Community  Management,  and  Using  Exis+ng   Tools.    These  are  “table  stakes”.   SAP  •  The  best  results  came  from  study  parcipants  that  mastered  three  elements:    closed  and  +ghtly   managed  communi+es,  +me  bounded  campaigns,  and  quality  user  generated  content.    These   separate  the  “best  from  the  rest”.   SolidWorks   August  2012      2  
  3. 3. Social  Innova+on  Hub  and  Spoke  Model   Showing  Causes  and  Effects   BETTER  RESULTS   closed  forum  influences  corporate  strategy   BEST  PRACTICES   special  purpose  forums  allow  interacon  around  a  feature     measurable  impact,  oZen  using  simple  off  the  shelf  tools     photographic  input  is  much  richer  than  a  survey   80%  of  user  driven  priories  are  implemented   plaorm  has  mechanisms  of  vong  and  collaboraon   reduce  the  cost  of  product  definion     best  communies  do  not  allow  anonymous  parcipaon   share  data  across  business  units  was  instrumental   80%  of  priories  implemented   develop  the  competency  to  screen  parcipants     0  anonymous  parcipaon   Benefits     Of   MORE  IDEAS   campaign  generated  200-­‐400  ideas  in  2  weeks   Social  Innovaon   twiFer  survey  of  followers  received  225  responses  in  1  day     virtual  innovaon  center  produced  60  innovaon  projects  per  year   OPTIMUM  ORGANIZATIONS   77  hour  event  created  5  concepts  that  reshaped  the  industry   execuve  leadership  role  (VP  of  Innovaon)     72  hours  100s  of  ideas  can  be  generated   leverage  knowledge  with  hub  and  spoke  model   very  small  organizaons  (3-­‐7)  that  provides  addional  innovaon     200-­‐400  ideas  in  2  weeks  150,000  people  are  members  of  the  top  20  linked  in  innovaon  groups     teams  as  small  as  3  that  support  1000s   a  core  of  a  12  people  support  over  150   SHORTER  TIME   3  that  support  1000s   live  Jam  duraon  is  typically  1  week     implement  a  vendor’s  tool  out  of  the  box  in  less  than  1  quarter   12  new  products  in  6  months   12  new  products  in  6  months  
  4. 4. Benchmark  Study  Background  •  The  increasing  applica+on  of  Social  Networking  plaborms  outside  of  product   development  caused  us  to  ask  why.   –  How  are  social  networking  plaborms  are  used  in  product  development?   –  Who  is  leading  the  charge  and  what  have  they  learned?  •  Joined  by  Santa  Clara  University  Professors  (Madsen,  Sarangee,  Woolley)  who   shared  our  interest  and  passion,  we  performed  this  mul+-­‐client  benchmark  study,   and  simultaneously  launched  research  on  this  emerging  topic.   –  Formulated  hypotheses  for  our  study,  like  does  the  use  of  social  innova+on  tools  cause   firms  to  be  more  innova+ve?   –  Created  an  interview  guide  &  iden+fied  target  companies   –  Conducted  face-­‐to-­‐face  or  telephone  interviews  ranging  from  1-­‐4  hours  each  with  2-­‐3   researchers  and  company  experts   –  Summarized  our  interviews  and  had  the  companies  review  our  conclusions  •  We  supplemented  benchmarking  with  best  prac+ces  from  the  literature  review  •  This  report  summarizes  the  results  of  two  sets  of  interviews  between  2010-­‐2012.   August  2012      4  
  5. 5.  IBM  Jams  –  Time  Bounded  Innova+on  Community       Acon   Report   Project   Jam  preparaon:  markeng,              Post-­‐Jam  Analysis     Iniaon   training/recruitment,  site  preparaon    Live  Event          and  Implementaon   Prac+ce:    The  IBM  Jam  accelerates  innova+on  &  consensus  by  combining  an  op+mized   process  for  innova+on  with  technology  to  help  with  communica+on,  filtering,   and  idea  enhancement •  The  live  Jam  duraon  is  typically  one  week  but  can  be  as  short  as  72  hours.   •  Real  +me  data  analysis  tools  scan  forum  comments  to  iden+fy  hot  topics  and  emerging  themes.   •  Lack  of  anonymity  ensures  that  feedback  remains  construc+ve,  even  if  cri+cal.   Goal:    Increase  the  front  end  of  the  innova+on  process  by  reaching  out  to  relevant   community  voices  -­‐  and  do  it  quickly •  Transcend  culture,  genera+on,  language,  and  geographic  challenges  to  harness  collec+ve   brainpower  for  a  given  problem  or  challenge.   •  Use  online,  virtual  collaboraon  to  drive  increased  real  world  collaboraon  across  the  enterprise.   Result:    Quickly  harnessed  innova+on  on  new  problems  with  large,  distributed  organiza+ons •  Within  seventy  two  hours  hundreds  of  ideas  can  be  generated. •  Technology  provided  the  ability  to  draw  upon  experts  repeatedly  because  the  responses  are   traceable.   •  The  Jam  process  yielded  priori+zed  and  manageable  solu+ons  with  a  direct  line  of  sight  from  idea  to   execu+on.   Social  Media  isn’t  limited  to  ongoing  communi2es.    Well  defined  sessions  &  qualified  par2cipants  can  be  leveraged   effec2vely  as  a  2me  bounded,  high  impact  ini2a2ve   August  2012   For  more  informa+on  see:    h[ps://   5  
  6. 6.   Microcenter  of  Excellence   Prac+ce:      Companies  are  understanding  the  importance  of  leveraging  technology  for  innova+on.    To   do  this  effec+vely,  they  have  small  dedicated  teams  manage  social  technology-­‐assisted   innova+on   •  One  par+cipant  put  in  place  an  execuve  leadership  role  (VP  of  Innovaon)  to  ensure  that  social   technologies  are  leveraged  by  the  organiza+on  efficiently  and  in  a  common  way.   •  Dedicated  resources  (either  centralized  or  distributed)    apply  common  tools  and  customizable    frameworks   that  enable  sharing  of  data  from  different  sources.    In  cases  where  it  is  not  centralized,  community   managers  provide  this  func+on.       •  The  VP  of  Innova+on  guides  these  resources  and  works  with  key  func+ons  like  Legal  and  Marke+ng  to  help   the  project  teams  be  successful.   Goal:      Develop  an  efficient  methodology  for  implemen+ng  several    social  media-­‐based  ini+a+ves   widely  and  rapidly  within  a  large  organiza+on   •  Develop  &  u+lize  social  media  and  innova+on  experts  within  a  company  to  provide  focus  and  learning  that   can  be  re-­‐created  and  shared  and  leverage  knowledge  with  hub  and  spoke  model.   •  Provide  an  economy  of  scale  when  adding  new  social  media  campaigns.    This  allows  teams  to  easily   customize  and  avoids  “re-­‐inven+ng  the  wheel”.   •  Increase  social  media  “literacy”  within  the  organiza+on  to  op+mize  the  value  of  customer  feedback.   Results:    Centers  of  Excellence  and/or  dedicated  resources  provided  high  impact  contribu+ons   throughout  the  product  development  process   •  Several  par+cipants  have  teams  as  small  as  3  that  support  thousands  of  employees.   •  Dedicated  execu+ve  leadership    legi+mized  the  process  and  ensured  alignment  with  corporate  objec+ves.   •  Centers  of  excellence  (distributed  or  centralized)  resulted  in  faster  implementa+on  of  social  media   campaigns,  avoided  duplica+on  of  effort,  and    created  a  plaborm  to  share  data  from  mul+ple  sources.   Developing  core  exper2se  in  the  organiza2on  allows  for  accelerated  implementa2on  and  focus  on  best  prac2ces   August  2012   6  
  7. 7.   Op+mizing  the  Crowd:  Managing  the  Talent  Pool   Prac+ce:      The  best  ideas  come  from  the  best  people.    Quality  trumps  quan+ty.    The  best  systems  start  with   qualified  par+cipants  and  then  track  the  par+cipa+on  and  quality  of  ideas   •  The  best  communies  do  not  allow  anonymous  parcipaon.    Community  members  are  qualified  and  invited  to   join    based  on  a  their  ability  to  provide  valuable  contribu+ons   •  Tools  allow  communi+es  to  iden+fy  subject  ma[er  experts  ––  both  internal  and  external  to  the  company.      The   simplicity  of  the  tool  (email  based)    drives  faster  decision  making  by  providing  a  quick  view  of  the  idea  and  a  key   set  of  ques+ons  to  answer.   •  The  more  you  use  the  tool,  the  more  valuable  it  becomes  to  the  community.    By  tapping  previously  recognized   experts,  you  can  generate  credible  ideas  faster.   Goal:    Maximize  the  quality  of  data  generated  by  a  community  to  drive  decision  making  &  execu+on   •  Develop  the  competency  to  screen  parcipants  for  true  idea  generators.     •  Iden+fy  subject  ma[er  experts  to  drive  decision  making,  and  establish  a  talent  pool  to  tap  subsequent  innova+on   sessions  (or  to  build  on  the  current  session)  in  an  efficient  and  rapid  manner.   Results:  Qualified  par+cipants  yield  a  much  higher  quality  of  data.        Addi+onally,  with  the  use  of  subject  ma[er   experts,  learning  curves  for  subsequent  campaigns  are  shortened.    Below  are  two  examples  from  IBM   •  OESA  Jam:    Original  Equipment  Supplier  Associa+on  (OESA)  and  auto  industry  thought  leaders  redefine  supplier   OEM  rela+onships   •  First  ever  industry-­‐wide  Jam  was  driven  by  the  economic  pressures  that  required  be[er  collabora+on  in  the   supply  chain.    This  77  hour  event  created  5  change  concepts  that  reshaped  how  the  industry  approached   collaboraon,  focused  on  innova+on,  and  improved  the  value  proposi+on  for  both  suppliers  &  OEMs   •  2010  Global  Security  Jam:    Re-­‐thinking  Modern  Global  Security   •  European  Union  sponsored  Jam  included  4,000  thought  leaders  from  20  interna+onal  agencies.    This  5-­‐day   brainstorming  session  resulted  in  10  recommenda+ons  that    were  both  innova+ve  and  pragma+c   There  is  only  wisdom  of  the  crowd  if  there  is  a  focus  area  and  the  par2cipants  are  qualified  to  contribute  in  this  focus  area   August  2012   7  
  8. 8. BrightIdea:  Rapid  Idea  Genera+on  &  Dedicated  Team   Prac+ce:    Use  out-­‐of-­‐box  plaborms  to  quickly  harness  innova+on  on  new  problems  within  large,  distributed   organiza+ons   •  BrightIdea  allowed  this  study  par+cipant  to  quickly  construct  campaigns  and  helped  them  to  gather  ideas   from  employees.   •  The  plaorm  has  mechanisms  of  vong  and  collaboraon,  so  par+cipants  can  put  concepts  out  there  and   employees  can  contribute  to  them,  and  then  re-­‐vote  on  the  enhanced  ideas.   Goal:    There  is  an  urgent  need  for  larger  companies  to  innovate,  but  their  size  oren  makes  it  more  difficult.      This  study   par+cipant  formed  a  small  group  to  serve  as  an  innova+on  management  team.  They  work  with  all  the  various   sorware  and  solu+ons  business  units  on  their  specific  innova+on  plans  and  objec+ves   •  This  team  is  a  central  group  that  helps  put  tools  in  place,  create  templates,  and  guide  the  teams.   •  An  implementa+on  strategy  that  allows  the  flexibility  to  customize  the  plaborm  and  to  share  data  across   business  units  was  instrumental  to  the  success  of  this  organiza+on.   Results:    The  team,  formed  to  drive  innova+on,  was    widely  tapped  to  help  many  of  the  opera+ng  businesses  achieve   their  innova+on  goals   •  Campaigns  ramped  up  and  were  running  in  less  than  a  week,  and  typical  campaigns  take  5-­‐6  weeks  to   organize.   •  In  one  case,  a  campaign  generated  200-­‐400  ideas  in  2  weeks.   •  Response  tracking  within  the  plaborm  gave  teams  the  ability  to  draw  upon  experts  repeatedly.   •  These  plaborms  are  easy  to  extend  and  reuse  –  did  not  require  the  central  team  to  acquire  detailed   technical  exper+se.   •  Features  of  the  sorware  includes  aspects  of  filtering,  vo+ng,  priori+za+on  and  idea  management.   •  This  plaborm  is  being  used  by  divisions  with  upwards  of  several  thousand  people.   Typically  innova2on  programs  require  a  long  2me  to  get  up  and  running  even  if  leveraged  by  technology  –  but  there  are  rapid   deployment  solu2ons  available   August  2012   8  
  9. 9.   Voice  of  the  Customer  from  Emerging  Markets   Prac+ce:    Community  driven  product  development  for  Emerging  Markets.    Two  companies  included  in   the  survey  demonstrated  this  best  prac+ce.    One  of  those  served  158  countries   •  Two  organiza+ons  did  this  with  measurable  impact,  oZen  using  simple  off  the  shelf  blogging/forum   sorware.   •  The  scope  of  impact  included  iden+fying  needs  and  valida+ng  product  requirements.    This  is   especially  important  because  the  emerging  markets  want  many  of  the  core  features,  but  can’t  afford   a  fully  featured  product.   Goal:  Capture  the  voice  of  the  customer  without  incurring  extensive  costs  for  travel  or  high  touch   market  research.    Give  these  markets  cost  reduced  products  from  exis+ng  markets,  or  unique   products  if  indicated   •  The  primary  goal  is  to  segregate  social  media  by  region  so  discussions  can  be  localized  and  focused   on  specific  niche  needs  and  regional  cost  constraints.   •  Social  Media  Research  is  not  centralized,  but  the  goal  is  to  provide  hub  and  spoke  model  to  support   best  prac+ces  within  local  market  regions.    A  core  of  a  12  people  support  over  150  social  media   specialists.   Results:    Organiza+ons  are  successful  in  Emerging  Markets  with  much  lower  overhead   •  One  organiza+on  is  maturing  from  a  “launch  and  leave”  mentality  to  a  “birth  and  nurture”   approach  to  op+mize  the  posi+ve  results  seen  so  far.   •  The  dialog  with  customers  had  lead  to  huge  cultural  shir.    By  leveraging  social  media  for  emerging   markets,  organiza+ons  are  able  to  interact  with  consumers  directly  (not  through  the  channel)  leading   to  greater  in+macy.   Social  solu2ons  in  Emerging  Markets  can  actually  enable  entry  into  nascent  markets  when  not  possible  before   August  2012   9  
  10. 10.   Voice  of  the  Customer   Driving  Design  through  User  Generated  Content   Prac+ce:    In  designing  a  new  cosme+c  line,  the  company  asked  their  target  market  (busy  moms)  to   photograph  and  share  their  empty  purses  to  help  design  the  ideal  “mobile”  cosme+c   solu+on   •  This  company  used  a  closed  community  composed  of  the  target  market  where  they  shared  photographs   and  provided  input  on  their  biggest  challenges  with  using  the  product.   •  Specifically,    this  rich  input  depicts  various  cosme+cs  carried  by  moms,  and  the  size  and  space  where   those  items  need  to  fit,  and  other  items  (non-­‐cosme+c)  that  might  be  also  be  included  in  the  product.   •  Photographic  input  is  much  richer  than  a  survey,  and  is  much  more  accurate  because  it  does  not  rely   on  memory.   •  By  sharing  the  photographs  the  moms  can  share  experiences  and  provide  a  more  meaningful  context  for   probing  and  further  explora+on.   Goal:    Increase  number  of  products  simultaneously  delivered  and  significantly  accelerate  +me-­‐to-­‐ market   •  This  organiza+on  had  a  desire  to  increase  revenue  from  new  products.   •  This  technique  was  also  able  to  reduce  the  cost  of  product  definion  since  customer  visita+on  was   done  via  the  internet,  not  in  person.               Results:    Set  new  standard  for  produc+on  delivery   •  Twelve  new  products  in  six  months,  and  with  lower  development  costs.   •  Inclusion  of  the  photographs  from  the  focused  target  market  enhanced  contextual  product  defini+on   and  allowed  the  company  to  realize  that  many  cosme+c  product  could  be  included  in  one  package.   •  The  process  ‘virtualizes’  customer  visita+on,  a  best  prac+ce  for  product  defini+on.   Capturing  specific  environments  of  use  allows  your  customers  to  make  the  highest  value  contribu2ons   August  2012   10  
  11. 11. Social  Innova+on  –  Success  In  A  Box   Prac+ce:    Implement  5  fundamental  components  to  ensure  the  highest  efficiency    with  lowest  risk   •  Screen  community  members:    Create  strict  criteria  for  who    can  join  the  community  ensures  the  most  qualified  voices.   •  Reward  parcipaon:    Most  community  member  thrive  on  acknowledgement  before  monetary  compensa+on  (this  should   be  a  criteria).  Acknowledge    a  “Featured  Member”  on  a    weekly  basis  that  models  the  highest  value  community   contribu+on.   •  Use  third  party  collaboraon  tools:    Far  superior  to  building  your  own,  or  using  tools  that  are  not  op+mized  for   collabora+on.    These  tools  increase  in  value  over  +me,  and  can  be  customize  for  mul+ple  communi+es  across  the   organiza+on  (Brigh+dea,  Spigit  are  two  good  tools)   •  Invest  in  community  management:    Ensuring  your  community  remains  vibrant  is  a  cri+cal  factor  for  a  successful   community,  and  this  is  the  primary  role  of  a  community  manager.    Its  an  emerging  skillset,  and  one  that  will  con+nue  to   increase  in  value  over  +me.   •  Create  a  Steering  CommiFee:    Gaining  support  from  top  management  will  bring  focus  to  the  ini+a+ve,  accelerate  decision   making,  and  op+mize  learning  across  the  organiza+on.   Goal:    Use  a  qualified  group  of  customers  to  accelerate  +me-­‐to-­‐market  by  genera+ng  new  product  ideas  faster  and   validate  product  features  over  the  lifecycle   •  The  most  important  goal  is  to  extract  high  value  product  ideas  from  the  community   •  Provide  early  tesng  on  implemented  features  by  using  virtual  focus  groups  drawn  from  a  subset  of  the  ini+al  community   Results:    This  social  solu+on  created  mul+ple  opportuni+es  for  customers  to  contribute  across  the  new  product  value   stream   •  Time  sensi+ve  product  launch  was  tested  with  the  community  –  feedback  resulted  in  improvements  in  content,  design  and   recommenda+ons  for  missing  high  value  features  (which  the  team  was  able  to  implement  before  launch).     •  Development  team  behavior  shiZed  from  a  “pull”  to  a  “push”  of  early  features  to  the  community  for  valida+on.   •  Community  input  increased  product  usability  (single  sign  on  &  sharing),  increasing  ease  of  use  of  other  company  products,   and  sharing  within  their  own  social  networks.     Execu2ng  5  key  elements  will  drive  successful  social  innova2ons   August  2012   11  
  12. 12. Lower  Costs  of  Innova+on   Prac+ce:    Use    social  innova+on  systems  (tools  and  organiza+ons)  to  supplement  exis+ng  R&D  organiza+ons  to  capture   and  integrate  ideas  and  inject  them  into  product  development  teams.  Two  study  par+cipants  formed   central  innova+on  organiza+ons  leveraged  by  social  technology,  and  were  able  to  generate  up  to  20-­‐60   new  innova+on  programs  a  year   •  Two  studied  companies  were  able  to  create  very  small  organizaons  (3-­‐7)  that  provides  addional  innovaon  streams.   •  Key  for  these  organiza+on  was  to  provide  a  knowledge  brokering  mechanism  to  access,  consolidate,  and  ini+ate  new  product   ini+a+ves.   •  Besides  directed  innova+on,  one  organiza+on  had  an  Open  Idea  Forum  to  s+mulate  blue  sky  idea+on.   Goal:    To  provide  new  ways  to  uncover  and  catalyze  new  product  ideas  by    leveraging  small  central  organiza+ons  that   leverage  social  technology       •  The  charter  was  to  combine  projects  from  different  parts  of  the  organiza+on  (and  academic  organiza+ons)  and  launch  them  into   the  normal  development  process.   •  One  organiza+on  had  a  goal  to  implement  a  vendor’s  tool  out  of  the  box  in  less  than  a  quarter,  and  they  achieved  it  in  spite  of   demands  for  single  sign  on.   Results:    The  teams,  formed  to  drive  innova+on,  was    widely  tapped  to  help  many  of  the  opera+ng  businesses  achieve   their  innova+on  goals   •  New  internal  products  and  efficiency  changes    were  generated  in  the  first  year  –  on  the  order  of  10-­‐20%  savings  in  key  business   process  that  involves  7,000  employees.    This  was  achieved  by  connec+ng  mul+ple  ideas  and  puwng  them  into  play.   •  The  ideas    tended  to  be  incremental,  but  large  number  of  them  15-­‐20  were  worth  puwng  into  prac+ce.       •  An  other  company  had  a  virtual  innovaon  center  that  produced  60  innovaon  projects  per  year.   •  This  organiza+on  also  offered  an  innova+on  exchange  so  developers  can  exchange  code  with  corpora+on,  resolving  some   problems  in  under  15  minutes.   •  Both  organiza+ons  found  increased  employee  engagement  from  those  who  par+cipate  in  the  programs.   Very  low  cost  innova2on  centers  can  supplement  exis2ng  systems,  leverage  ideas  already  present  in  the  collec2ve  mind   August  2012   12  
  13. 13.   Customers  Driven  Strategy  &  Tac+cs     Prac+ce:    Community  driven  corporate  product  strategy  –  with  80%  of  the  priori+es  aligned  with   external  input   •  The  ‘Brainstorm’  site  has  ranked  development  priori+es  (Top  10),  with  the  list  published  at  the   annual  user  conference.   •  Feedback  and  acknowledgement  is  given  to  those  who  have  submi[ed  sugges+ons  that  were   adopted.   •  This  closed  community  creates  a  forum  for  peer  review  &  discussion  of  ideas  which  this  closed  forum   influences  corporate  strategy.   •  Not  only  can  par+cipants  indicate  how  strongly  they  support  a  priority,  but  they  can  indicate  that  a   priority  should  not  be  on  the  list.   Goal:      Allow  users  to  influence  development  direc+on  at  many  levels  –  strategic  and  tac+cal   •  Besides  the  strategic  example  above,  users  can  interact  within  the  customer  portal  to  contribute   cuwng  edge  designs  at  a  more  tac+cal  level.   •  For  example,  special  purpose  forums  allow  interacon  around  a  feature  being  considered  by  a   newly  formed  team,  and  many  teams  have  this  ability  at  their  disposal.   •  Users  have  also  contributed  in  design  contests  to  submit  best  examples  of  designs  that  highlight  the   use  of  the  sorware.   Results:    The  external  input  that  help  influence  corporate  priori+es  are  very  influencial   •  Up  to  80%  of  user  driven  priories  are  implemented   •  The  company  emphasizes  a  “closed  loop”  communica+on,  reinforcing  that  the  customers’  voice  was   heard.   •  This  closed  loop  approach  is  used  in  other  areas  of  social  innova+on.   Allowing  customers  to  set  development  direc2on,  priori2es,  and  feature  defini2ons  via  electronic  means  demonstrates  how  voice   of  the  customer  can  be  obtained  at  many  levels  efficiently   August  2012   13  
  14. 14.   Repurposing  Social  Networks:       Twi[er  and  LinkedIn  in  Corporate  Sewngs   Prac+ce:      Use  of  exis+ng  social  plaborms  for  business  purposes  to  perform  quick  studies.    Because  this  can  be   implemented  on  the  web,  there  requires  no  IT  involvement,  and  oren  no  legal  involvement   •  Using  LinkedIn  to  answer  quesons  posed  around  sorware  scripts  to  solve  a  technical  design  problem  is   popular.   •  LinkedIn  has  over  200  discussion  groups  related  to  innova+on  that  can  be  tapped  when  ques+ons  arise.   •  Twi[er  is  being  used  to  generate  product  ideas.   Goal:      Obtain  answers  to  ques+ons  from  sample  popula+ons  in  days  without  formal  studies,  formal  approvals,  or   big  budgets   •  More  than  150,000  people  are  members  of  the  Top  20  Innovaon  Groups  in  LinkedIn.       Results:    Using  tools  that  were  thought  to  be  more  personal/family/friend  oriented  are  quickly  migra+ng  to   business  applica+ons  and  in  par+cular,  product  crea+on   •  LinkedIn  is  commonly  used  to  answer  ques+ons  posed  around  technical  development  sorware  scripts,   recommenda+ons  for  cloud  services,  etc.   •  TwiFer  survey  of  followers  received  225  responses  in  1  day  for  simple  queries  say  of  “random  numbers”   •  A  case  study  of  Twi[er  based  innova+on:  “Open  Innova+on:  a  View  from  the  Top”  and  the  Bri+sh  organizer   company,  Psion,  par+cipated  with  three  top  execu+ves  including  its  CEO.   •  You  can  search  using  the  Twi[er  keyword  “#psion“  to  see  the  discussion  thread  results.  The  chat  took  place  on   Sept.  2.    This  gave  the  Psion  staff  lots  of  inspira+on  on  what  you  can  actually  do  with  Twi[er  to  promote  your   innova+on  capabili+es  and  interact  with  current  and  future  stakeholders  in  your  ecosystems   Use  of  exis2ng  social  plaOorms  –  LinkedIn,  Facebook,  and  TwiSer  can  have  immediate  impact  and   generate  insight  for  product  development.   August  2012   14