The document describes a pilot project that brought together companies with research problems and researchers to find solutions. Nine companies presented ten problems to 175 solvers. Results included new ideas, networking opportunities, and real business development. For example, solutions were proposed for a company's problem that could save a manufacturing plant. Feedback was positive, and companies continued contact with participants after the event. The largest perceived impact was networking and potential for future business opportunities. Half of companies were actively working on solutions proposed.
This document discusses innovation labs and their role in designing public policies and services. It provides three key points:
1. Innovation labs use co-creation and bringing together multiple partners to experiment with new ideas for citizens and society. They provide a dedicated space for developing ideas.
2. MindLab in Denmark is an example of an innovation lab run by the national government. It involves citizens and businesses to co-create new public solutions and uses methods like professional empathy and rehearsing the future.
3. MindLab case examples show how it works with authorities to map processes, gain insights, and translate principles into action to improve services like industrial coding and enable cross-governmental collaboration through understanding different perspectives.
This document summarizes the first edition of the Quebec Seeks Solutions conference, an open innovation event held in Quebec. It describes the 4-step process: 1) posting problems, 2) broadcasting problems, 3) finding and motivating solvers, and 4) seeking solutions through collaboration. Key outcomes included new ideas generated, confirmed ideas, networking, and a better understanding of problems. Feedback was positive about the experience and outcomes, which included new product ideas and a merged problem between two participants. The document concludes that the goals of democratizing open innovation and validating its value creation were achieved.
We studied successful private and hybrid cloud projects at over 150 companies in order to uncover their secrets of success. By looking at what worked at other organizations, you can answer questions that help you get your cloud project right the 1st time.
What are typical pre-requisites for a successful effort? What are critical dependencies during your project? What solution capabilities fit common use cases? Where should you focus your POC efforts? What are common friction points to avoid? What are typical results?
Attend this session to cut through the cloud clutter and learn from other top-performing IT organizations. This isn't a marketing gimmick or sales pitch. This is real research based on rigorous analysis of hard data from a broad range of companies like yours.
The document discusses how businesses can prepare for and address the financial impacts of carbon pricing and regulatory policies related to sustainability. It provides questions businesses should consider around how carbon pricing may affect their costs, revenues, and risk profile. It then outlines three keys to running an eco-efficient business: focusing on people, systems, and the external environment. Specific strategies are described, including conducting energy audits, sustainable procurement practices, and using tools to measure and report on sustainability performance.
The document discusses how Loyola Marymount University is transforming its IT department in response to emerging technologies. It addresses how consumerization, cloud computing, outsourcing, and social media are replacing traditional IT infrastructure, functions, and communication. The university embraces these replacement technologies by developing strategies for a service catalog, cloud storage, virtualization, social CRM, and collaboration technologies. It focuses on improving communications and empowering users through social IT initiatives. The transformation aims to better meet user needs and compete with consumer technology options.
The document discusses how appreciative inquiry and problem solving approaches can be combined for process improvement. It explores how AI can enhance problem solving by focusing on strengths rather than weaknesses. Problem solving is useful in some cases but can be augmented by AI's positive, strength-based approach. The document proposes an "appreciative problem solving" hybrid method and outlines how the processes of AI and problem solving differ and could be integrated to leverage their benefits for work system innovation.
Why You Must Mobilize Your Workforce. Now. Apperian
Gain innovative edge. Attract top talent. Be a leader in your industry. Mobilize your workforce. Jeremy Majchzrak, VP of Client Services at Apperian addresses your pressing mobilization questions:
- What does “mobilize my workforce” really mean?
- Why are we shifting to mobilization?
- Why now?
- Where do I start?
This document provides summaries of sessions from the IBM CONNECT 2012 conference on social business. The sessions discuss how leading companies are using social technologies to transform their business, engage employees, innovate products and services, and gain insights from data. Specific sessions highlight experiences from Bayer MaterialScience, Premier Health, Asian Paints, BASF, Genworth Financial, and Presbyterian Healthcare Services in leveraging social media and collaboration platforms.
This document discusses innovation labs and their role in designing public policies and services. It provides three key points:
1. Innovation labs use co-creation and bringing together multiple partners to experiment with new ideas for citizens and society. They provide a dedicated space for developing ideas.
2. MindLab in Denmark is an example of an innovation lab run by the national government. It involves citizens and businesses to co-create new public solutions and uses methods like professional empathy and rehearsing the future.
3. MindLab case examples show how it works with authorities to map processes, gain insights, and translate principles into action to improve services like industrial coding and enable cross-governmental collaboration through understanding different perspectives.
This document summarizes the first edition of the Quebec Seeks Solutions conference, an open innovation event held in Quebec. It describes the 4-step process: 1) posting problems, 2) broadcasting problems, 3) finding and motivating solvers, and 4) seeking solutions through collaboration. Key outcomes included new ideas generated, confirmed ideas, networking, and a better understanding of problems. Feedback was positive about the experience and outcomes, which included new product ideas and a merged problem between two participants. The document concludes that the goals of democratizing open innovation and validating its value creation were achieved.
We studied successful private and hybrid cloud projects at over 150 companies in order to uncover their secrets of success. By looking at what worked at other organizations, you can answer questions that help you get your cloud project right the 1st time.
What are typical pre-requisites for a successful effort? What are critical dependencies during your project? What solution capabilities fit common use cases? Where should you focus your POC efforts? What are common friction points to avoid? What are typical results?
Attend this session to cut through the cloud clutter and learn from other top-performing IT organizations. This isn't a marketing gimmick or sales pitch. This is real research based on rigorous analysis of hard data from a broad range of companies like yours.
The document discusses how businesses can prepare for and address the financial impacts of carbon pricing and regulatory policies related to sustainability. It provides questions businesses should consider around how carbon pricing may affect their costs, revenues, and risk profile. It then outlines three keys to running an eco-efficient business: focusing on people, systems, and the external environment. Specific strategies are described, including conducting energy audits, sustainable procurement practices, and using tools to measure and report on sustainability performance.
The document discusses how Loyola Marymount University is transforming its IT department in response to emerging technologies. It addresses how consumerization, cloud computing, outsourcing, and social media are replacing traditional IT infrastructure, functions, and communication. The university embraces these replacement technologies by developing strategies for a service catalog, cloud storage, virtualization, social CRM, and collaboration technologies. It focuses on improving communications and empowering users through social IT initiatives. The transformation aims to better meet user needs and compete with consumer technology options.
The document discusses how appreciative inquiry and problem solving approaches can be combined for process improvement. It explores how AI can enhance problem solving by focusing on strengths rather than weaknesses. Problem solving is useful in some cases but can be augmented by AI's positive, strength-based approach. The document proposes an "appreciative problem solving" hybrid method and outlines how the processes of AI and problem solving differ and could be integrated to leverage their benefits for work system innovation.
Why You Must Mobilize Your Workforce. Now. Apperian
Gain innovative edge. Attract top talent. Be a leader in your industry. Mobilize your workforce. Jeremy Majchzrak, VP of Client Services at Apperian addresses your pressing mobilization questions:
- What does “mobilize my workforce” really mean?
- Why are we shifting to mobilization?
- Why now?
- Where do I start?
This document provides summaries of sessions from the IBM CONNECT 2012 conference on social business. The sessions discuss how leading companies are using social technologies to transform their business, engage employees, innovate products and services, and gain insights from data. Specific sessions highlight experiences from Bayer MaterialScience, Premier Health, Asian Paints, BASF, Genworth Financial, and Presbyterian Healthcare Services in leveraging social media and collaboration platforms.
This document provides summaries of sessions from the IBM CONNECT 2012 conference on social business. The sessions discuss how leading companies are using social technologies to transform their business, engage employees, innovate products and services, and gain insights from data. Specific sessions highlight how Bayer MaterialScience, Premier Health, Continental AG, BASF, Asian Paints, and Presbyterian Healthcare Services are applying social business approaches.
Tikkurila, a paint manufacturer with operations across Europe, implemented a Cisco TelePresence video conferencing solution to improve collaboration across its dispersed offices. The solution allowed employees to join meetings remotely, resulting in a 50% reduction in travel. Virtual meetings improved communications and allowed employees to work more closely as a unified organization. The successful implementation also provided cost savings and environmental benefits.
The document discusses techniques for effective webinar facilitation. It provides tips from Cynthia Clay, an expert in facilitating interactive web training. The tips include engaging participants every 3 minutes, using diverse polling methods, allowing participants to chat and share ideas, creating learning experiences with real problems, and requesting regular feedback. The document also discusses how to reduce the impact of potential technology issues during webinars.
Connecting The Play of Improv with The Work of Ethnographic Research Steve Portigal
The document discusses the connections between improvisational acting techniques and ethnographic research methods, noting that both involve examining users in context, interpreting findings to gain insights, and applying learnings to address business problems, with benefits including learning through doing, gaining new perspectives, and facilitating innovation.
Organizational Agility: The Hidden Goal (And Often Missed Opportunity) of Agi...Michael Hamman
The document discusses organizational agility and the challenges teams face in maintaining performance over time without organizational changes. It introduces the Cynefin framework for viewing organizations, which categorizes domains of order, knowledge, uncertainty and complexity. Adopting an organizational agility mindset requires considering an organization holistically across its leadership, processes, culture and capabilities, rather than just at the team delivery level. This allows an organization to rapidly sense and effectively respond to opportunities and challenges.
Australian cio summit 2012 david gee news releasePermission to Play Drives ...IT Network marcus evans
Permission to Play Drives Innovation in IT: Interview with: David Gee, Chief Information Officer, Credit Union Australia, a speaker at the marcus evans Australian CIO Summit 2012, talks about the discovery skills of innovators and how ideas become business.
The document describes the Situational Innovation Transfer (SIT) method for fostering innovation and creative thinking. SIT has five core layers: tools, principles, facilitation, project management, and organizational innovation. The core tools and principles form the basis of the method. Facilitation helps apply the tools and principles effectively in multidisciplinary teams. Project management ensures ideas are implemented. Organizational innovation embeds the method across an organization to sustain innovation culture. In total, SIT provides a systematic and layered approach to innovation through unique thinking tools, mindsets, skills, and organizational structures.
The document discusses the fundamentals of collaboration. It states that collaboration is a process and outcome that involves people working together to create outcomes they cannot achieve individually. It also discusses identifying problems that cost resources, innovation, or competitiveness and can only be solved through collaboration, known as solution value. Finally, it provides tips on various aspects of collaboration such as focusing on people, adoption, structure, technology, and innovation.
Skiing and boxing: coaching product and enterprise teamsSergey Prokhorenko
Successful Agile transitions depend on a coaching approach just as much as the development of a good sports team. One is not going to assign the same exercise programs to a pro skier and a boxer; the same applies to different software development teams.
In this study we summarize experiences from two Agile transformation projects, a travel website and investment bank risk management software. We discuss common points and distinctive features in requirements management, innovations, customer collaboration and team motivation.
Getting Plone Introduced Into Large Scale Business Operations Plone Conf Oct ...Peter Breithaupt
Presentation held at the annual Plone conference, Oct 2009, Budapast about the introduction of Plone as an attractive & secure alternative document retrieval system.
For those of you using Apple App Keynote a Zip file is attached as well.
It's time to look back over 2011 and try to discern the key technologies and trends likely to be top of mind for enterprise IT in 2012.
Bob Hayward CSC CTIO is presneting the top IT trends that we need to look at in 2012
To discover more, please visit http://csc.com/au
Witology's technology includes a collaborative online environment called the Witology platform, facilitators to manage collaborative work, and Witodology methodology for generating knowledge through identifying explicit and tacit knowledge from a large number of participants. The platform creates a socio-semantic network to rate ideas
This document discusses the World Tech Jam, which engaged over 11,000 people in 84 countries to generate ideas around creating a global digital society. Participants discussed innovations in healthcare, education, transportation, public policy, and other areas. The event tapped into the ideas of young innovators and brought diverse networks together. An action plan was unveiled in Montreal that highlighted leading ideas, industry commitments to action, and policy recommendations in areas like digital skills, smart cities, and public health. The goal is to harness human knowledge and ingenuity to accelerate progress towards a more networked and intelligent world.
Innovation, Corporate Innovation, Hacking for Defense, Lean Startup, Customer Development, Pete Newell, BMNT, Business Model, Business Model Canvas, Value Proposition, Entreprenuer,
How The Open Group Enterprise Architecture Portfolio Approach Enables the Agi...Dana Gardner
Transcript of a discussion on leveraging a comprehensive standards resources approach for transforming businesses in a new era of agility and competitiveness.
Camp It, June 2012, How To Design Your Bi Architecture To Capitalize on New T...Craig Jordan
Craig Jordan discusses how to design a business intelligence (BI) architecture to capitalize on new technologies. He explains that an architecture is the fundamental organization of a system and its components. New technologies may provide new components, make existing ones obsolete, or change relationships and principles. The presentation provides a model for innovation and examples of architectural innovations. It also discusses how to think about an architecture, where to start revising it, how to govern new technology adoption, and when to abandon certain technologies.
The Innovation Partnership Program is a 4-day program delivered by X PRIZE Foundation and Singularity University aimed at helping large companies transition to more innovative, exponential organizations. The program exposes company executives to emerging technologies through presentations and teaches methods for leveraging crowdsourcing and incentive competitions to drive innovation. Participants work to develop concepts for prizes and tools their companies can use to solve problems more quickly and at lower cost. The goal is for companies to return with new approaches to drive breakthroughs.
This document provides summaries of sessions from the IBM CONNECT 2012 conference on social business. The sessions discuss how leading companies are using social technologies to transform their business, engage employees, innovate products and services, and gain insights from data. Specific sessions highlight how Bayer MaterialScience, Premier Health, Continental AG, BASF, Asian Paints, and Presbyterian Healthcare Services are applying social business approaches.
Tikkurila, a paint manufacturer with operations across Europe, implemented a Cisco TelePresence video conferencing solution to improve collaboration across its dispersed offices. The solution allowed employees to join meetings remotely, resulting in a 50% reduction in travel. Virtual meetings improved communications and allowed employees to work more closely as a unified organization. The successful implementation also provided cost savings and environmental benefits.
The document discusses techniques for effective webinar facilitation. It provides tips from Cynthia Clay, an expert in facilitating interactive web training. The tips include engaging participants every 3 minutes, using diverse polling methods, allowing participants to chat and share ideas, creating learning experiences with real problems, and requesting regular feedback. The document also discusses how to reduce the impact of potential technology issues during webinars.
Connecting The Play of Improv with The Work of Ethnographic Research Steve Portigal
The document discusses the connections between improvisational acting techniques and ethnographic research methods, noting that both involve examining users in context, interpreting findings to gain insights, and applying learnings to address business problems, with benefits including learning through doing, gaining new perspectives, and facilitating innovation.
Organizational Agility: The Hidden Goal (And Often Missed Opportunity) of Agi...Michael Hamman
The document discusses organizational agility and the challenges teams face in maintaining performance over time without organizational changes. It introduces the Cynefin framework for viewing organizations, which categorizes domains of order, knowledge, uncertainty and complexity. Adopting an organizational agility mindset requires considering an organization holistically across its leadership, processes, culture and capabilities, rather than just at the team delivery level. This allows an organization to rapidly sense and effectively respond to opportunities and challenges.
Australian cio summit 2012 david gee news releasePermission to Play Drives ...IT Network marcus evans
Permission to Play Drives Innovation in IT: Interview with: David Gee, Chief Information Officer, Credit Union Australia, a speaker at the marcus evans Australian CIO Summit 2012, talks about the discovery skills of innovators and how ideas become business.
The document describes the Situational Innovation Transfer (SIT) method for fostering innovation and creative thinking. SIT has five core layers: tools, principles, facilitation, project management, and organizational innovation. The core tools and principles form the basis of the method. Facilitation helps apply the tools and principles effectively in multidisciplinary teams. Project management ensures ideas are implemented. Organizational innovation embeds the method across an organization to sustain innovation culture. In total, SIT provides a systematic and layered approach to innovation through unique thinking tools, mindsets, skills, and organizational structures.
The document discusses the fundamentals of collaboration. It states that collaboration is a process and outcome that involves people working together to create outcomes they cannot achieve individually. It also discusses identifying problems that cost resources, innovation, or competitiveness and can only be solved through collaboration, known as solution value. Finally, it provides tips on various aspects of collaboration such as focusing on people, adoption, structure, technology, and innovation.
Skiing and boxing: coaching product and enterprise teamsSergey Prokhorenko
Successful Agile transitions depend on a coaching approach just as much as the development of a good sports team. One is not going to assign the same exercise programs to a pro skier and a boxer; the same applies to different software development teams.
In this study we summarize experiences from two Agile transformation projects, a travel website and investment bank risk management software. We discuss common points and distinctive features in requirements management, innovations, customer collaboration and team motivation.
Getting Plone Introduced Into Large Scale Business Operations Plone Conf Oct ...Peter Breithaupt
Presentation held at the annual Plone conference, Oct 2009, Budapast about the introduction of Plone as an attractive & secure alternative document retrieval system.
For those of you using Apple App Keynote a Zip file is attached as well.
It's time to look back over 2011 and try to discern the key technologies and trends likely to be top of mind for enterprise IT in 2012.
Bob Hayward CSC CTIO is presneting the top IT trends that we need to look at in 2012
To discover more, please visit http://csc.com/au
Witology's technology includes a collaborative online environment called the Witology platform, facilitators to manage collaborative work, and Witodology methodology for generating knowledge through identifying explicit and tacit knowledge from a large number of participants. The platform creates a socio-semantic network to rate ideas
This document discusses the World Tech Jam, which engaged over 11,000 people in 84 countries to generate ideas around creating a global digital society. Participants discussed innovations in healthcare, education, transportation, public policy, and other areas. The event tapped into the ideas of young innovators and brought diverse networks together. An action plan was unveiled in Montreal that highlighted leading ideas, industry commitments to action, and policy recommendations in areas like digital skills, smart cities, and public health. The goal is to harness human knowledge and ingenuity to accelerate progress towards a more networked and intelligent world.
Innovation, Corporate Innovation, Hacking for Defense, Lean Startup, Customer Development, Pete Newell, BMNT, Business Model, Business Model Canvas, Value Proposition, Entreprenuer,
How The Open Group Enterprise Architecture Portfolio Approach Enables the Agi...Dana Gardner
Transcript of a discussion on leveraging a comprehensive standards resources approach for transforming businesses in a new era of agility and competitiveness.
Camp It, June 2012, How To Design Your Bi Architecture To Capitalize on New T...Craig Jordan
Craig Jordan discusses how to design a business intelligence (BI) architecture to capitalize on new technologies. He explains that an architecture is the fundamental organization of a system and its components. New technologies may provide new components, make existing ones obsolete, or change relationships and principles. The presentation provides a model for innovation and examples of architectural innovations. It also discusses how to think about an architecture, where to start revising it, how to govern new technology adoption, and when to abandon certain technologies.
The Innovation Partnership Program is a 4-day program delivered by X PRIZE Foundation and Singularity University aimed at helping large companies transition to more innovative, exponential organizations. The program exposes company executives to emerging technologies through presentations and teaches methods for leveraging crowdsourcing and incentive competitions to drive innovation. Participants work to develop concepts for prizes and tools their companies can use to solve problems more quickly and at lower cost. The goal is for companies to return with new approaches to drive breakthroughs.
Intersection18: From a "Simple" App Challenge for Astronauts to an Enterprise...Intersection Conference
How a “simple” app implementation for a client in the Space Industry, helped our team to identify, isolate and rethink the whole procedures and communications our client had. Sometimes we focus on the tree, in this case a space rocket, and we miss the forest... in our case the galaxy. We will go through the tools used for building the app and how they unveiled pain-points and challenges within the organization itself. Sometimes we need to build a tool to explain what major changes should be faced within an enterprise.
The very nature of work, the way we work and where we work is changing. Businesses are reducing real estate, maximising the use of the space they have, increasing work from home and expecting their employees to adopt new practices from hot desking to unified communications. The need to collaborate with colleagues has never been greater, the pace of business has never been faster, and the pressures to be more productive are ever increasing. This white paper explores the drivers, need for change and case studies behind the technology solutions that are being deployed today to deliver collaborative solutions that fundamentally and permanently change the way we work.
This document discusses implementing collaborative crowdsourcing for different design problems. It presents the LILIT crowdsourcing platform and case studies using the platform to solve three design problems of varying complexity. The case studies show that problems requiring diverse expertise across broad teams are best suited for crowdsourcing. However, crowdsourcing faces challenges in managing large design teams and tracking contributions. Future work aims to further test problem suitability and develop new tools to improve collaborative design through crowdsourcing.
The Power of Virtual Collaboration in Project ManagementCitrix Online
This new eBook explores how companies can implement virtual collaboration tools throughout the project lifecycle to effectively manage projects from start to finish.
ORX Risk Innovation and introducing iDP (Innovation Data Platform).pdfMarkCooke38
Introducing iDP - A next generation platform for ORX to launch high value risk applications.
Standing for Innovation Data Platform, iDP is a first-of-a-kind digital platform on which ORX and other third parties can launch a new generation of risk management and risk data visualization applications. iDP brings these risk applications and your data together into one secure space. All apps on iDP are pre-validated and accredited, significantly reducing implementation time and cost. They all use a consistent data format, making it possible to ultimately create your own tailored, modular and integrated risk management ecosystem – the overall outcome being more powerful risk insights at lower cost.
iDP has been built to ease the effort of securely conforming data for use across various applications and services.
Security is at the heart of iDP - built on industrial AWS componentry, secure by design, it delivers extra layers of trust to your data and risk application management. Our layered security approach is built upon industry grade infrastructure, industry standard certification and with the institution in charge of its user-controlled Locked Box.
IDP is neutral. It leaves the specifics of what apps are added and what they offer up to the Institutional users and the app producers. ORX will be a producer, developing apps for iDP that our members want, leveraging a growing library of industrial-grade tools, our ORX Industry data standards and exploiting the advantages of operating on modern infrastructure of on-demand cloud technology.
The first of ORX’s applications for iDP – launching in Q4 2022 – is a risk control app, which shows visually where individual business line control systems have gaps compared to the ORX Industry study of over 60 of the World's leading Banks & Insurers (read more on page 6). In addition to ORX applications, iDP also provides the opportunity to deploy other apps from 3rd party risk and reg tech producers in a safe and consistent environment.
We have the vision for iDP to unlock new opportunities for ORX and its members to advance and innovate risk management and for the industry as a whole. These opportunities are unlocked as we build out the ‘Risk as a Service’ Marketplace, a marketplace to discover and deploy accredited risk management solutions.
With iDP, you are in control
• You manage security and access to the Locked Box, and stored data is encrypted using user-controlled keys
• You manage what data you store and what apps you use
• You manage what data sharing and benchmarking you do with other users of iDP
For more information about iDP, contact Mark Cooke mark.cooke@orx.org
ORX Risk Innovation and introducing iDP (Innovation Data Platform).pdfRachelFreegard1
The document discusses the launch of a new innovation platform called the Innovation Delivery Platform (iDP) that aims to help financial institutions more easily discover, onboard, and integrate risk management and regulatory technology solutions. The iDP will address current barriers such as scarce resources, lack of support from traditional software partners, and high costs of working with new risk tech producers. It will function as a marketplace and data platform that connects suppliers and users within a secure environment. The iDP is currently being piloted and its roadmap over the next few years involves continued scaling, adding new functionality like data pooling and benchmarking, and expanding the number of solutions available across different risk types.
Project Education is a European consulting firm that advises education, research, and business projects. It has experience helping over 50 projects across various fields of education and innovation. The document discusses Tactiléo, an example of innovation in e-education. Tactiléo began as a prototype combining a digital benchtop and touchpad for use in natural sciences and physics education, and later expanded to other subjects like literature and English. The prototype required negotiating with diverse project partners to develop a classroom environment using digital tables to bridge the virtual and tangible.
The document discusses the need for a new model of software development based on creative collaboration rather than traditional outsourcing. It outlines the characteristics of high-performance teams, including talent, commitment to mastery, autonomy, and a shared vision. These principles have helped Ci&T transform from an outsourcing provider to a "partner player" that delivers innovative solutions through a culture of engagement, entrepreneurial spirit, and Lean thinking.
The document summarizes InnoCentive, an online platform founded in 2000 by Eli Lilly & Co. that connects companies with problems ("seekers") to solvers who can submit solutions. Seekers post challenges in six domains and pay fees, while solvers work independently and anonymously. Challenges include those requiring experimental results, research papers, or brief submissions with guaranteed prizes and no intellectual property transfer. The platform allows for diverse solvers from different backgrounds around the world to collaborate and submit multiple solutions. It provides a lower-cost alternative to internal research and development for startups.
The document provides an overview of social product development and crowdsourcing. It discusses using external input and ideas from customers, experts and partners throughout the product development lifecycle. It provides examples of companies like Dell, Quirky and Threadless that use crowdsourcing for product selection and development. The document also demonstrates the Ideavibes Crowd Engagement Platform, a tool for running multiple crowdsourcing and crowdfunding campaigns.
Crowdsourcing applications in business world. Netflix prize and other examples.
Team D9 Boston University School of Management MBA '2014
Gian Calvesbert, Kobi Magnezi, Will Reid, Sarah Rubinton, Abhishek Sinha
Create an internal network for Social Media practices and practitioners. Find the right people in your organization to work on new approaches to communication and collaboration.
Open innovation presentation austech 2013Frank Wyatt
Open source innovation is a paradigm shift that involves sharing ideas and intellectual property externally rather than keeping them internal. It allows companies to source ideas from outside their organizations. The document discusses why open source innovation is increasingly popular for business model innovation and provides two case studies as examples. The mountain bike industry benefited from open collaboration with customers to develop new product features. Cadbury set up an open innovation team that established external partnerships and sourced over 50% of research projects from public organizations.
Crowdsourcing involves using an open call to a crowd of people either internal or external to an organization to provide ideas, solutions or support. It can be a viable research methodology when looking for expertise from diverse sources with limited funds or time. Examples show how companies like Dell, Quirky, Threadless, and Fiat have successfully used crowdsourcing for product development, idea generation, and research. Best practices include choosing the right crowd and incentive, monitoring content, keeping questions clear and simple, and providing follow up on crowd contributions.
Enterprise social networking for collaboration andre dan - challengy - snc2010André Dan
Enterprise Social Networking: the 2nd chance for Enterprise Collaboration
by André Dan, president Challengy, Paris, France andre.dan@challengy.com andredan Paris 2010
Challengy est un cabinet de Conseil/ Consulting de Formation Institute d’Evénements/ Events au service des Entreprises, Clubs et Individus
Presentation to Knowledge Innovation Network, University of Warwick 2009-12-03 focuses on the organizational aspects of successfully crowdsourcing ideas and creating value from collective intelligence in, across and beyond the enterprise
Similar to 2011 11 18 Quebec Seeks Solutions, A Local Open Innovation Approach Mcpc2011 V1 (20)
3. Step
1
:
Call
for
problems
As
a
call
for
papers
in
a
more
traditional
conference
$
2,000
to
post
a
problem
for
this
first
year
Step
2
:
Problems
broadcasting
Selection
of
the
problems
that
would
benefit
most
from
the
approach
«
Broadcast
of
search
»
approach
as
for
other
innovation
accelerators
Support
by
IDTEQ
researchers
to
well-‐define
the
problem
(one
«
ambassador
»
per
seeker)
and
to
prepare
the
seeker
for
the
conference
day
Step
3
:
Finding
and
motivating
solvers
Finding
the
best
potential
solvers
by
specific
broadcasts
Using
IDTEQ’s
networks
(the
power
of
the
R&D
organizations)
Using
social
media
for
general
broadcast
Step
4
:
Seeking
for
solution
in
a
cocreation
mode
transfer
from
an
exclusively
online
platform
approach
to
a
real
collaboration
between
potential
solvers
Networking
opportunities
much
larger
than
the
classical
one
(many
problems
requiring
multidisciplinary
skills)
3
4. December
2010
9
months
after
the
ideation
A
laboratory
to
experiment
open
innovation
9
companies
/
10
problems
Small
&
large
companies
Very
precise
as
well
as
complex
problems
175
solvers
paying
200$
to
participate
4
5. Results
Better
understanding
of
the
problems
New
ideas
Ideas
confirmed
networking
outside
the
«
traditional
»
network
Feedback
on
the
process
Great
experience
No
IP
problem
during
the
day
(possible
to
have
real
business
discussion
in
a
very
open
approach)
Real
results
after
the
convergence
step
Somehow
destabilizing
for
some
researchers
but
in
a
very
positive
way
5
6. Problems:
Designing
a
smart
urban
bike
helmet
(Living
LAB
of
Montréal)
Sensor
Networks
for
the
analysis
of
Dynamic
Complex
Phenomena:
Challenges
and
Perspectives
(DMR
a
division
of
Fujitsu
Consulting
Canada
inc.)
Interesting
facts
during
the
event:
Fusion
of
the
2
solver
teams
after
half
of
the
process
6
7. A
problem
with
critical
consequences
Either
they
find
a
solution
or
the
manufacturing
plant
closes
down
Finding
innovative
applications
using
offline
coaters
at
Kruger’s
plant
in
Trois
Rivières
3
solutions
proposed
3
new
products
were
proposed
(paper
tarpaulin
to
preserve
soil
humidity)
Possible
only
thanks
to
non-‐obvious
participation
of
a
researcher
from
the
agro-‐environment
domain
Results
Two
applied
R&D
centers
have
proposed
a
project
to
Kruger
8. Problem
Remove
Hydraulics
from
refuse
trucks
Context
100
hours
already
spent
trying
to
find
a
solution
Needed
to
«
get
out
of
the
box
»
and
far
from
their
own
paradigms
Results
This
event
provided
answers
never
imagined
before
The
proposed
approaches
are
much
further
than
removing
the
Hydraulics
9. 60%
of
the
seeking
companies
have
stayed
in
contact
with
people
Perceived
Impact
by
the
9
seeking
met
during
the
event
near
to
one
companies
10
month
after
the
event
year
after
the
event
Norbord
has
developed
sustained
relations
Networking
7,3
with
FP
Innovation,
Oléotech
&
Serex.
Real
business
dev.
Opportunities
6,3
The
largest
perceived
impact
is
the
Visibility
7,0
networking
Problem
solving
progress
7,2
“It
would
have
taken
us
months
to
meet
all
these
people
and
furthermore
they
0
1
2
3
4
5
6
7
8
9
10
were
interested
in
our
problem!”
Alouette
“I
have
been
able
to
meet
with
a
company
I
tried
to
reach
for
months”
A
solver
Real
business
opportunities
appeared
but
not
for
all
participants,
we
expect
that
these
will
increase
in
the
following
years
First
year
was
a
laboratory
and
some
companies
tried
it
with
problems
of
lesser
immediate
impact
9
10. 50%
of
the
seeking
companies
are
actively
working
on
solutions
suggested
during
the
event
and
collaborate
with
partners
met
during
the
event.
Kruger
&
two
applied
R&D
centers
tested
the
proposed
approach
(paper
tarpaulin
instead
of
plastic)
in
the
field
this
summer.
Feasibility
has
been
demonstrated.
Improvements
required
to
become
a
viable
product,
further
tests
are
planned.
Steris
has
subcontracted
a
technology
transfer
organisation
to
validate
the
cooling
system
approach.
Norbord
has
confirmed
that
their
approach
is
economically
the
best
on
the
market
at
the
moment
after
a
study
done
with
an
R&D
center
100%
seeking
companies
have
an
interest
in
participating
to
a
second
edition
of
the
event.
Even
the
companies
that
have
apparently
no
direct
benefits.
For
smaller
companies
the
cost
may
have
a
negative
impact
10
11. Increased
collaboration
amongst
the
applied
R&D
centers
IDTEQ,
a
group
of
5
applied
R&D
centers,
are
increasing
their
collaboration
through
roadmap
exchange
sessions,
common
training
planning,
infrastructure
exchanges
and
large
implication
in
the
second
QSS
edition
(support
for
the
seekers)
Consortium
creation
around
the
«
seek
solutions
»
approach
QSS
partners
are
industrials
(Assentry,
Gris
vert),
applied
R&D
(IDTEQ),
economic
development
organisation
(QI)
International
organisations
(ISPIM)
QSS
advisory
board:
Open
innovation
expert
(Frank
Piller),
Governmental
organisations
(CRSNG,
Cefrio)
Visibility
of
Quebec
city
as
a
dynamic
region
to
solve
problems
We
have
created
the
local
open
innovation
“seek
solutions”
approach
Better
understanding
of
open
innovation
by
the
local
innovation
ecosystem
Cultural
change
comes
from
people
understanding
new
paradigms
QSS
inspired
events
have
taken
place
since
last
December.
For
industrial
networks
Inside
companies
International
interest
for
“local
open
innovation”
11
12. Second
edition
of
Quebec
seeks
solutions
-‐
May
15
&
16,
2012
Quebec
International
in
collaboration
with
ISPIM
and
IDTEQ
will
host
the
event
Call
for
Problem
is
open
until
January
13th.
The
event
will
also
include
a
pre-‐conference
on
open-‐innovation
A
value
proposition
available
around
the
concept:
The
“seek
solutions”
approach
is
available
for
other
cities
/
regions
to
experiment
this
problem-‐solving
event
▪ A
half-‐day
«
training
»
session
will
be
held
after
the
2012
QSS
event
▪ Support
to
organize
and
animate
the
event
available.
▪ Customized
Web
platform
available
Customized
“seek
solutions”
approach
available
to
hold
the
event
within
a
large
companies,
in
parallel
to
a
thematic
conference,
within
an
industry
cluster,
for
governments
or
institutions.
The
intent
is
to
further
develop
the
«
Seek
Solutions
»
approach
and
to
help
industries,
conferences,
cities
and
regions
to
use
it
in
order
to
increase
the
productivity
and
collaboration
on
a
local
basis
using
OI
techniques
12
13. Visit
us
at
www.quebec-‐solutions.com
&
See
you
next
May
at
QSS
2012
in
Québec
City
13
14. Companies
working
on
solutions
90%
of
the
seeking
initiated
at
QSS
and
that
stayed
in
contact
with
people
met
during
the
companies
have
stayed
in
event
contact
with
people
met
No
11%
during
the
event
Yes
89%
NDA
or
Contract
signed
30%
have
signed
NDAs
with
potential
partners
Yes
showing
real
No
33%
collaboration
exchanges
67%
Fujitsu
-‐
DMR
Seekers
have
also
Perceived
impact
of
their
participation
confirmed
the
interest
in
Networking
Réseautage
9/10
non
obvious
networking
Real
business
dev.
opportunities
Opportunités
d'affaires
concrètes
7/10
possibilities
Visibility
Visibilité
de
l'entreprise
9/10
Problem
solving
progress
Avancement
de
la
problématique
8/10
0
1
2
3
4
5
6
7
8
9
10
14