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Collaborating for Innovation
Success throughSuccess through
Research-as-a-ServiceResearch as a Service
Professor Dr Jan ReckerProfessor Dr Jan Recker
Woolworths Chair of Retail Innovation
Information Systems School, Queensland University of Technology
Thi T lkThis Talk
• Innovation requires evidence-based
decisions
– Do you use it?Do you use it?
• Research-as-a-Service assists Innovations
– Do you have access to it?
Fi di th i ht ll b ti tt• Finding the right collaboration matters
– Do you have the right model?y g
“If the decision is going to be made by 
facts, then everyone’s facts […] are 
equalequal.
If the decision is going to be made on 
the basis of people’s opinions thenthe basis of people’s opinions, then 
mine count for a lot more “mine count for a lot more.
James Barksdale
former CEO Netscape
Evidence means ability to innovateEvidence means ability to innovate
“The collected wisdom ofThe collected wisdom of
baseball insiders is
bj ti d fl d “subjective and flawed.
In 2004, two years after adopting the sabermetric model, the
Boston Red Sox win their first World Series since 1918.
Evidence means ability to innovateEvidence means ability to innovate
“The collected wisdom ofThe collected wisdom of
baseball insiders is
bj ti d fl d “subjective and flawed.
In 2004, two years after adopting the sabermetric model, the
Boston Red Sox win their first World Series since 1918.
What percentage of yourp g y
innovation decisions are
id b d?evidence-based?
How do you make InnovationHow do you make Innovation
decisions?
Conventional
decision-making
Evidence-based
decision-makingdecision making decision making
• Typically relies on
status (confidence)
• Is based on an
understanding of truestatus (confidence)
• Often uses
observations cases or
understanding of true
cause-effect
relationshipsobservations, cases or
anecdotes
• Values existing or
p
• Realizes the availability
of potential evidenceValues existing or
common practices
• Runs the danger of
• Opposes or neglects
tradition, intuition,Runs the danger of
using flawed decision
models
folklore and rules of
thumb
Levels of Evidence
Which level is the basis for your decisions?
Examplep
The danger of case studies
“A M i i iP d th t d ’t k”“A Magazine is an iPad that doesn’t work”
Examplep
The danger of case studies
“P h t f t ”“Paper has a great future”
Requirements for evidence-basedRequirements for evidence based
decisions
Data awareness
what data is appropriate?
What data is available?What data is available?
What is the quality of available data?
The ability to understand scientific concepts
Validity and reliability
Statistical significance and sample size
Replication and biasReplication and bias
The ability to analyze, interpret and evaluate statistical information
Determine appropriate analyses
Identify appropriate visualizations
Consider limitations and assumptions
C i t ff ti l d t lCommunicate effectively and accurately
Th R h S iThe Research as a Service 
M d lModel
Collaborations with Universities andCollaborations with Universities and
other Research institutions can
i t R h i i tinsert Research-as-a-service into
as an organizational innovationg
support service.
Th R h S iThe Research as a Service 
C tComponents
• Novel conceptual perspectivesNovel conceptual perspectives
• Rigorous scientific principles
• Quality empirical evidence
U bi d b ti• Unbiased observation
Example #1
Positive Deviance in BakeriesPositive Deviance in Bakeries
Example #1
Positive Deviance in BakeriesPositive Deviance in Bakeries
“Wh i i“Where in our company is
innovation and success alreadyy
happening?
Novel Perspective: Positive DevianceNovel Perspective: Positive Deviance
a practice that stands out from a pool of comparable
practices as it shows better performance under the
same environmental conditions.
A shift in management thinking, from “fixing errors” to
“rewarding and learning from the best”
Rigorous scientific principlesRigorous scientific principles
Who is truly
successful?
Positive Deviant
Positive Deviant
Positive Deviant
Positive Deviant
Why are they
truly
successful?
mance
Positive Deviant
Positive Deviant
successful?
Which true
root causes processperfor Average
Positive Deviant
can we insert
elsewhere to
improve all
Salesp
p
processes?
Number of customers
Unbiased observationUnbiased observation
Quality Empirical EvidenceQ y p
“It’s not necessarily the process”It s not necessarily the process
everyone follows the same process model
“It’s not the competition”
process performance independent from local context
Individual motivation and the willingness to
‘do something extra’do something extra
Clever use of mark-downs, baking scheduling
Culture: collaboration and communication between
depa tmentsdepartments
Exchange of ideas inter-departmental
Creativity: finding new solutions for products,Creativity: finding new solutions for products,
display and service; willingly deviate from
standardized process.
Exchange of knowledge between storesExchange of knowledge between stores
The Difference?
%]
Bottom
10%
Top
10%
25%
Percentile
50%
Percentile
75%
Percentile
ce[in%rofrmancocessperPro
Cumulative number of store processes
Improving 10% Improving 90%
KKeyy
TakeawaysTakeaways
Collaborationfor research as a serviceCollaborationfor research-as-a-service
#01 Research-as-a-Service
l d t i t
#01 leads to conscious competence.
AdoptionAdoption
Unconscious Conscious
Competence Competence
Unconscious
Incompetence
Conscious
Incompetence
#02 Beware of
ll b ti t d ff
#02 collaboration tradeoffs.
Management
Long live the difference
Management (used to express
appreciation of diversity).
Woolworths QUTWoolworths QUT
Gain Competitive Advantage Create knowledge
Internal to Woolworths Tell the world
Short, outcome based communication All the exciting details of new information
must be shared.
Outcome focus communication Capture all knowledge
Get to the outcome quickly Explore all possibilities. Time is secondary
W ill k ti E id b dWe will make some assumptions Evidence-based
Involve people that can implement Involve people with knowledge
#03 Find your Collaboration Model.
#03Governance L li thGovernance Long live the
difference (used to
express appreciation
of diversity).
Prof. Jan Recker, PhD
Woolworths Chair of Retail InnovationWoolworths Chair of Retail Innovation
Information Systems School
Science and Engineering Faculty
Queensland University of Technology
email j.recker@qut.edu.au
web www.janrecker.com
twitter janreckertwitter janrecker

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Collaborating for Innovation Success through Research-as-a-Service

  • 1. Collaborating for Innovation Success throughSuccess through Research-as-a-ServiceResearch as a Service Professor Dr Jan ReckerProfessor Dr Jan Recker Woolworths Chair of Retail Innovation Information Systems School, Queensland University of Technology
  • 2. Thi T lkThis Talk • Innovation requires evidence-based decisions – Do you use it?Do you use it? • Research-as-a-Service assists Innovations – Do you have access to it? Fi di th i ht ll b ti tt• Finding the right collaboration matters – Do you have the right model?y g
  • 3. “If the decision is going to be made by  facts, then everyone’s facts […] are  equalequal. If the decision is going to be made on  the basis of people’s opinions thenthe basis of people’s opinions, then  mine count for a lot more “mine count for a lot more. James Barksdale former CEO Netscape
  • 4. Evidence means ability to innovateEvidence means ability to innovate “The collected wisdom ofThe collected wisdom of baseball insiders is bj ti d fl d “subjective and flawed. In 2004, two years after adopting the sabermetric model, the Boston Red Sox win their first World Series since 1918.
  • 5. Evidence means ability to innovateEvidence means ability to innovate “The collected wisdom ofThe collected wisdom of baseball insiders is bj ti d fl d “subjective and flawed. In 2004, two years after adopting the sabermetric model, the Boston Red Sox win their first World Series since 1918.
  • 6. What percentage of yourp g y innovation decisions are id b d?evidence-based?
  • 7. How do you make InnovationHow do you make Innovation decisions? Conventional decision-making Evidence-based decision-makingdecision making decision making • Typically relies on status (confidence) • Is based on an understanding of truestatus (confidence) • Often uses observations cases or understanding of true cause-effect relationshipsobservations, cases or anecdotes • Values existing or p • Realizes the availability of potential evidenceValues existing or common practices • Runs the danger of • Opposes or neglects tradition, intuition,Runs the danger of using flawed decision models folklore and rules of thumb
  • 8. Levels of Evidence Which level is the basis for your decisions?
  • 9. Examplep The danger of case studies “A M i i iP d th t d ’t k”“A Magazine is an iPad that doesn’t work”
  • 10. Examplep The danger of case studies “P h t f t ”“Paper has a great future”
  • 11. Requirements for evidence-basedRequirements for evidence based decisions Data awareness what data is appropriate? What data is available?What data is available? What is the quality of available data? The ability to understand scientific concepts Validity and reliability Statistical significance and sample size Replication and biasReplication and bias The ability to analyze, interpret and evaluate statistical information Determine appropriate analyses Identify appropriate visualizations Consider limitations and assumptions C i t ff ti l d t lCommunicate effectively and accurately
  • 12. Th R h S iThe Research as a Service  M d lModel Collaborations with Universities andCollaborations with Universities and other Research institutions can i t R h i i tinsert Research-as-a-service into as an organizational innovationg support service.
  • 13. Th R h S iThe Research as a Service  C tComponents • Novel conceptual perspectivesNovel conceptual perspectives • Rigorous scientific principles • Quality empirical evidence U bi d b ti• Unbiased observation
  • 14. Example #1 Positive Deviance in BakeriesPositive Deviance in Bakeries
  • 15. Example #1 Positive Deviance in BakeriesPositive Deviance in Bakeries “Wh i i“Where in our company is innovation and success alreadyy happening?
  • 16. Novel Perspective: Positive DevianceNovel Perspective: Positive Deviance a practice that stands out from a pool of comparable practices as it shows better performance under the same environmental conditions. A shift in management thinking, from “fixing errors” to “rewarding and learning from the best”
  • 17. Rigorous scientific principlesRigorous scientific principles Who is truly successful? Positive Deviant Positive Deviant Positive Deviant Positive Deviant Why are they truly successful? mance Positive Deviant Positive Deviant successful? Which true root causes processperfor Average Positive Deviant can we insert elsewhere to improve all Salesp p processes? Number of customers
  • 19. Quality Empirical EvidenceQ y p “It’s not necessarily the process”It s not necessarily the process everyone follows the same process model “It’s not the competition” process performance independent from local context Individual motivation and the willingness to ‘do something extra’do something extra Clever use of mark-downs, baking scheduling Culture: collaboration and communication between depa tmentsdepartments Exchange of ideas inter-departmental Creativity: finding new solutions for products,Creativity: finding new solutions for products, display and service; willingly deviate from standardized process. Exchange of knowledge between storesExchange of knowledge between stores
  • 21. KKeyy TakeawaysTakeaways Collaborationfor research as a serviceCollaborationfor research-as-a-service
  • 22. #01 Research-as-a-Service l d t i t #01 leads to conscious competence. AdoptionAdoption Unconscious Conscious Competence Competence Unconscious Incompetence Conscious Incompetence
  • 23. #02 Beware of ll b ti t d ff #02 collaboration tradeoffs. Management Long live the difference Management (used to express appreciation of diversity). Woolworths QUTWoolworths QUT Gain Competitive Advantage Create knowledge Internal to Woolworths Tell the world Short, outcome based communication All the exciting details of new information must be shared. Outcome focus communication Capture all knowledge Get to the outcome quickly Explore all possibilities. Time is secondary W ill k ti E id b dWe will make some assumptions Evidence-based Involve people that can implement Involve people with knowledge
  • 24. #03 Find your Collaboration Model. #03Governance L li thGovernance Long live the difference (used to express appreciation of diversity).
  • 25. Prof. Jan Recker, PhD Woolworths Chair of Retail InnovationWoolworths Chair of Retail Innovation Information Systems School Science and Engineering Faculty Queensland University of Technology email j.recker@qut.edu.au web www.janrecker.com twitter janreckertwitter janrecker