Uploaded byJan Recker @ University of Hamburg
Innovation through connectedness
The document discusses ways that organizations can innovate through connecting to social media and utilizing its affordances. It presents four approaches to innovation - enhancing current processes, deriving better practices from other domains, utilizing underused assets, and creating new practices. The key opportunity discussed is reducing innovation latency by identifying emerging affordances in social media like connectedness, localization, and semantic relationships.
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Innovation through connectedness
- 1. Innovation through Connectedness Professor Dr Jan Recker Woolworths Chair of Retail Innovation Information Systems School, Queensland University of Technology
- 2. The Bad NewsUpfront Social media “noise” has no measurable impact on short term sales short-term But Digital ROI remains key measure for media selection and marketing strategies 3
- 3. But there issomething to it, right? “The future competition stems from the likes of Facebook.” Ralph Norris, ex‐CEO CBA 11 August 2011 11 August 2011 1 mio new active users every week
- 4. Agenda The InnovationAffordances of Social Media: Can we Innovate with Social Media? 2.35pm-3.35pm How to Innovate: Four Ways to Develop Innovations (with Social Media) 4.00pm-5.00pm Q & A and Debate dD b t 5.00pm-5.30pm
- 5. Innovation A novel contribution l b that produces value.
- 6. Drivers of Innovation Problems Transactional innovation i i Reactive resolution That’s the stuff we know. Or at least we should. Constraints Reactive adoption Opportunities Proactive design Transformational innovation
- 7. Innovation Driven by aProblem focus on fixing issues top-down, imposed Reliant on problem being perceived Reactive Relatively well-understood Typically leads to transactional innovations
- 8. Reacting to aProblem: Social Media Example - EMC|One mid-2008: The GFC pressure Employees identified and implemented 200+ cost saving ideas “People had a sense of People being part of the process” 10
- 9. Innovation Driven by aConstraint Constraints are fixed issues, problems are dynamic issues Relies on context-awareness Requires tight coupling Can lead to adjacent innovation Can be reverse-engineered
- 10. Constraint- Constraint-driven Innovation Example –Gcash, Philippines Gcash,
- 11. Constraint- Constraint-driven Innovation Example –Tesco, South Korea
- 12. Innovation Driven by anOpportunity Requires the realization of innovation affordances of emerging assets such as social media Typically leads to transformational innovations Is time-dependent – opportunities I ti d d t t iti become constraints and problems over time p Realization depends on innovation latency
- 15. The problem ofopportunities: Innovation Latency diminishes the value Business Innovation Affordance Value emerges Value lost through g Innovation affordance innovation is noticed Innovation latency analysis is Innovation conducted is implemented Data Analysis y Decision Time Latency Latency Latency Infrastructure Latency Reaction Time Adapted from Hackathorn, 2002
- 16. Social Media is(still) an Opportunity But Why? And h t A d what are the opportunities? th t iti ? 18
- 17. The Fascination of Social Media ‐i is not the same as its Potential h i i l Extremely high user numbers Exponential growth High connectedness High speed Empowered user base What is at its base?
- 18. Social Media =Digital Public Good - The Four Principles Non-excludability Non-rivalry N i l Versatility y Positive network effects
- 19. Examples for DigitalPublic Goods Digital Public Good As a Capability… Google, Yahoo Google Yahoo, Bing Search Instagram, FlickR, Picassa Content (pictures) Twitter, Facebook Event Signal YouTube, Hulu, Vevo , , Video Facebook, MySpace, Orkut Social Networking LinkedIn, Google+ Semantic Connectedness Wikipedia, Hudong.com Dictionary ITunes/Ping, Spotify, Simfy Music
- 20. The Opportunity: Social Mediaas a Digital Complementary Asset Your Company: Social Media: The I Th Innovator? t ? Digital Complementary Asset
- 21. Goal: Reducing InnovationLatency But Capabilities d not mean I B tC biliti do t Innovation ti We need to think differently about Social Media It is NOT about what Social Media can do (capabilities), ( biliti ) … but about what we can do with Social Media (affordances). (affordances)
- 23. Attributes of Affordances 26 1. Affordances that are perceived as such (sufficient information) Perceptible affordances 2. Information can suggest non-existing affordances. gg g False affordances 3. 3 Affordances can exist – even if they are not visible Hidden affordances
- 24.
- 25. Example p Localization Affordances
- 26. Example p De-Localization Affordances
- 27. Example p Democratization Affordances
- 28. What s What’s commonin these cases? They’re actually old. ld They will be the standard in a few years – they will be hygiene factors (rather than excitement factors) sooner rather than later. The opportunity is diminishing. What are (still) emerging opportunities?
- 29. Connectedness: The true InnovationOpportunity in Social Media The connected customer C C C C C C C Organisation O i ti
- 30. Example p Connectedness Social Flying
- 31. Social Media Capability:Event Signal Publishing - Examples: Tweets ( (manual) or myskystatus.com ( ) (automatic) )
- 32. The Power ofConnectedness: Network Effects! Quality of Network Service Effects Direct: More users convert to customers indirect: High user number attracts complementary partners Lack of network effects Number of Customers
- 33. Connectedness of SocialMedia Social ? Enterprise ? Social social media media platforms Type of connectedness ? Collaboration ?Social tools media platforms Semantic Internal to the Internal to the External to the External to the Organization Organization Locus of assets
- 34. Three Key InnovationOpportunities through Connectedness Social Connectedness Social Influence Semantic R l ti hi S ti Relationships
- 35. 1) Social Connectedness –help your consumers connect to each others Allowing consumers (not necessarily customers) to transfer money simply through email or mobile number
- 36. Embed Social Connectednessin Processes - Ti k tM t TicketMaster: S l Process Sales P
- 37. 2) Social Influence –Triage your processes based on value of influence Identifying users (including but not limited to customers) and assigning status, priority and/or added-value services based on their influence on others.
- 38. 3) Semantic Relationships Brokernew connections – and trigger processes Identifying new connections (within and beyond the existing relationships) and position y your organization as a service broker in an g emerging consumer network.
- 39. Summary: AF Four St Stage M d l t C Model to Connectedness t d Phase Challenges Assess What services benefit from connectedness? What are the related benefits for the service provider and the consumer? Design Make-or-consume connectedness? How d i H to design positive network effects into service ii k ff i i delivery and consumption? Scale up How to scale up in light of exponential growth? Sustain How to secure an ongoing value proposition from connectedness?
- 40. Summary: FromPain Points to Opportunities via Affordances Supply: Demand: Affordances Aff d Pain/Opportunity Points in Processes P i /O t it P i t i P Localization Need to locate (e.g. Foursquare) employees Semantic S i Need to connect relationships customers (e.g., Linkedin) Cloud Computing Need to scale up (e.g., Google) ( G l ) Social Influence Need to convince (e.g., Klout, Freemium) customers
- 41. Intrigued? See you after the Break! Innovation through Social Media depends on the identification of innovation affordances. Affordances emerge as opportunities, but become problems over time time. (De-) Localization and Democratization are already becoming hygiene factors. Connectedness is (still) an emerging affordance. How do you reduce your innovation latency?
- 42. Intrigued? See you after the Break! Find out after the break!
- 43. Innovation through Connectedness g - Part II: How To Innovate Professor Dr Jan Recker Woolworths Chair of Retail Innovation Information Systems School, Queensland University of Technology
- 44. Pick your Poise y We value transactions more than transformations… We are not ambitious enough… We don’t expect innovations… p We do not think outside the box… box What this Session is about: Why d like change l t i Whdodo we struggle to innovate? We not change… t t ?
- 45. Agenda The InnovationAffordances of Social Media: Can we Innovate with Social Media? 2.35pm-3.35pm How to Innovate: Four Ways to Develop Innovations 4.00pm-5.00pm 4 00pm-5 00pm Q & A and Debate 5.00pm-5.30pm
- 46. What did welearn before the Break? Social Media reverses the Business Process Paradigm • It is not about how the customer participates in our processes, • but about how we participate in the customers’ processes. processes Chr. Potts (2010)
- 47. Types of Innovation Brunswicker (2013)
- 48. It s It’s not a question of type! q i f yp !
- 49.
- 50. The Innovation AmbitionMatrix new Transformational Innovation ustomers Adjacent markets/cu Innovation m Core Innovation existing existing products/processes/assets new Nagji, Tuff (2012)
- 51. Example: Retail Innovationin Australia 10 |
- 52. How do weinnovate?
- 53. Four Ways toInnovation High predictability, High predictability, incremental outcomes Derive better practices Enhance Innovate Create current practices new practices p Utilise potential practices High uncertainty, disruptive outcomes
- 54. Four Ways toInnovation y Derive better practices Enhance Innovate Create current practices new practices p Utilise potential practices
- 55. Process Enhancement Pre-requisite: existing process (model) Iterate all possible micro changes of an existing p business process Deploy suitable element from available set of enhancement patterns Assess th benefits, costs, risks A the b fit t ik and potential for innovation of each alternative f h lt ti
- 56. Enhance Example p Wait Pay Wait Go Up Enjoy Leave
- 57. Enhance – ELIMINATION Wait Pay Wait Go Up Enjoy Leave
- 58. Enhance – INSERT Buy Wait Pay Wait Go Up Enjoy Leave Drink
- 59. Enhance – RESEQUENCE Wait Pay Wait Go Up Enjoy Leave
- 60. Enhance – INTEGRATION Enjoy Wait Pay Wait Go Up Enjoy Leave & Leave
- 61. Enhance – SPECIALISE Pay ($19) Wait Pay Wait Go Up Enjoy Leave Pay ($42)
- 62.
- 63. Application: Enhancingyour Process through Social Media Affordances Supply: Demand: Affordances Aff d Pain/Opportunity Points in Processes P i /O t it P i t i P Localization Need to locate (e.g. Foursquare) employees Semantic S i Need to connect relationships customers (e.g., Linkedin) Cloud Computing Need to scale up (e.g., Google) ( G l ) Social Influence Need to convince (e.g., Klout, Freemium) customers
- 64. Four Ways toInnovation y Derive better practices Enhance Innovate Create current practices new practices p Utilise potential practices
- 65. Process Derivation Pre-requisite: awareness of innovations and affordances outside the own organization Convert external idea into a pattern and identify opportunity points in own processes that benefit from this pattern Assess the benefits, costs, risks and potential for innovation of each alternative Example: Di E l Disneyland - GE l d
- 66. Derivation Example • Indian software vendor receives 1.6mio job applications in one year. • They will hire 22,000 employees. h ill hi 22 000 l • Derivation is asking what they can learn for the recruitment process… – from the mortgage application process of a bank? from the mortgage application process of a bank? – or a prestigious scientific journal?
- 67. Process Derivation -Procedure Select Domain Design Pattern? Transfer Assess
- 68. Example: Derivation forRetailers
- 69. Customer Triage g 30
- 70.
- 71. Deploying Derivation toProcesses Demand: Derivation Map underlying issues in process Opportunities Need to allocate Banks: limited li it d resources Pre-approval P l Need to have Traffic fines i T ffi fi in sanctions Scandinavia Need to triage Airline Frequent customers Flyer Programs Need to convert p products into BMW services DriveNow
- 72. Four Ways toInnovation y Derive better practices Enhance Innovate Create current practices new practices p Utilise potential practices
- 73. Process Utilization Pre-requisite: awareness of under-utilized, outstanding and accessible external and g internal resources (people, assets, data) Capitalize C i li on Idle resources (idle capacity, waiting time) Positive outliers Assess the benefits costs risks and potential benefits, costs, for innovation of each alternative
- 74. Utilization of Assets: TheUtilization Differential • Assume you drive 15,000 kms in your car per year • Assume th average speed is 50 k /h A the di kms/hr • You are driving the car for roughly 300 hours • There are 8,760 hours in the year Th 8 760 h i th • car utilization = 3.4% • If your car were a service, that untapped 96.6% becomes a source of value • Commercialization of idle time (revenue) • Share acquisition, operation, maintenance costs Henry Ch b H Chesbrough (2012) h
- 75. Utilisation (Assets) Example –Walmart Overnight Parking
- 76. Utilisation (Assets) Example –parkatmyhouse.com
- 77. Utilization of People -The Search for Positive Deviance
- 78. Process Utilisation - Example:Nurses Bandaging
- 79. 25:00 25:00 24:00 24:00 23:00 23:00 22:00 22:00 21:00 21:00 20:00 20:00 19:00 19:00 18:00 18:00 17:00 17:00 16:00 16:00 15:00 15:00 14:00 14:00 13:00 13:00 12:00 12:00 11:00 11:00 10:00 10:00 09:00 09:00 08:00 08:00 Comparison 07:00 07:00 06:00 06:00 05:00 05:00 04:00 04:00 03:00 03:00 02:00 02:00 01:00 01:00 00:00 00:00 materials planning doing reacting materials planning doing reacting Expert t ovice No
- 80. Example – find internal innovation p “What “Wh can we l learn about success f b from within i hi our own company?” p y
- 81. Utilization: Studying Positive Deviance Utilization: Studying PositiveDeviance Positive Deviant What is the Positive Deviant evidence for Positive Deviant Positive Deviant success? Positive Deviant Positive Deviant Sales process performance Who is truly successful? Positive Deviant Why are they Average successful? p Which true root causes can we insert elsewhere? Number of customers
- 82. Finding the TrueRoot Causes
- 83. Four Ways toInnovation y Derive better practices Enhance Innovate Create current practices new practices p Utilise potential practices
- 84. Process Creation Pre-requisite: access to innovators and the ability to prototype quickly p yp q y Capitalize on Creative potential within the organization The true meaning of customers’ demands The crowd as a source Assess the benefits costs risks and potential for benefits, costs, innovation of each alternative
- 85. Process Creation Techniques: Lateral Thinking Brainstorming Crowdsourcing and -solving Design-led Innovation …
- 86. Programmed vs LateralThinking Programmed - structured or logical way to develop a solution Lateral - jumping outside of usual patterns and assumptions
- 88. Brainstorming: Key Rules g y Process for generating new thinking P f i hi ki Encourages radical ideas Based on association Helps us think outside of “patterns” Build on ideas of others Quantity, not quality
- 89. Creation through SocialMedia - Open Innovation and Crowdsourcing 51
- 90. Creation through Narratives - Design-led Innovation 52
- 91. Design-led Innovation - Example: Shopping at Airports 53
- 92. Summary - 4 Waysto Innovate Innovation Approach Selected Techniques Enhancement 15 Process Improvement Patterns Creation Lateral Thinking, (Open) Brainstorming, Crowdsourcing, Design-Led Innovation Utilization Use data, assets, people, better, new or differently, Positive Deviants Derivation Reference models, benchmarking, case studies, Patterns
- 93. Key Takeaways Innovationi h I ti is happening, whether you’re involved or not. i h th ’ i l d t Innovation means bringing processes closer to consumers consumers. Social Media enables business to “listen“ to live events as listen they occur. Innovation is a mindset that needs to be cultivated, learned and nurtured. Build your capability in 4 Ways of Innovation.
- 94. Got You Thinking?Start Reading! Recker, J “F R k J. “From Product Innovation to Organizational Innovation – and what that has to do P d I O lI d h h h d with Business Process Management,” BPTrends (9:6), pp 1-7. Recker, J., and Dreiling, A. “Towards a Theoretical Framework for Organizational Innovation”, QUT Technical Report, 2013. Nagji, B., and Tuff, G. "Managing Your Innovation Portfolio," Harvard Business Review (90:5) 2012, pp 66-74. Birkinshaw, J., Bouquet, C., and Barsoux, J.-L. "The 5 Myths of Innovation," MIT Sloan Management Review (52:2) 2011, pp 53-50. Find more papers at http://eprints.qut.edu.au/view/person/Recker,_Jan.html
- 95. Prof. Dr. JanRecker Woolworths Chair of Retail Innovation Information Systems School Queensland University of Technology e j.recker@qut.edu.au w www.janrecker.com t janrecker
- 96. Panel Discussion Whatare your Questions and Views? How are you using social media affordances? Is your organization becoming connected? What are your challenges in y g connectedness and social media? How do you create innovations?