Birthdays, Bicycles and Brevity

Birthdays, Bicycles & Brevity
(& Open Business Models)
Roland Harwood
Co-Founder & Managing Director, 100%Open
100%Open
Alphabeta Building
18 Finsbury Square
London, EC2A 1AH, UK
+44 (0) 207 759 1050
+44 (0) 7811 761 435
roland@100open.com
www.100open.com
@rolandharwood
@100open

B
B
B
Birthdays
Bicycles
Brevity
Birthday, Bicycles, Brevity
Ravensbourne workshop

How likely do you think it is that
two people in this room share a
birthday with somebody else?
Birthday Paradox

3 Minute Joint Venture
3 MINUTE JOINT VENTURE

Birthday Paradox

We are just one conversation
from pretty much everything
and anything…
2 0 / 0 2 / 2 0 1
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5
T h e N e t W o r k s …

How much do you know about
how a bicycle works on a
scale of 0 to10?
(0 = nothing, 10 = everything)
2 0 / 0 2 / 2 0 1
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7
Social Brain

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8
Complete The Sketch

How much do you know about
how a bicycle works on a
scale of 0 to10?
(0 = nothing, 10 = everything)
2 0 / 0 2 / 2 0 1
8
9
Social Brain

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10
Example Sketches

“Most knowledge actually resides
with other people yet we usually
fail to distinguish the knowledge
inside our heads from the
knowledge outside it.”
Rebecca Lawson
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11
T h e K n o w l e d g e I l l u s i o n

“A recent Microsoft consumer
study claims that the human attention
span today is 8 seconds, down from 12
seconds in 2000. The goldfish has an
attention span of 9 seconds.”
Venturebeat 2017
2 0 / 0 2 / 2 0 1
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13
T h e A t t e n t i o n E c o n o m y

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14
Green Eggs & Ham (50 Word Story)

For Sale:
Baby Shoes,
Never Worn.
Hemingway
Shortest Novel

Me, We!
Muhammed Ali
Shortest Poem

Telephone
Communication

Communication
“The single biggest problem in
communication is the illusion
that it has taken place.”
George Bernard Shaw

In groups describe how your
project creates gain and/or
relieves pain in 30 words or less.
Brevity

Our …….. helps …….. who want to
…….. by …….. and ……..
(unlike ……..)
Brevity

Our …….. helps …….. who want to
…….. by …….. and ……..
(unlike …………..)
idea user
goal verb verb
alternative
Brevity

I D EA FR AME
There are, of course, many ways to describe an idea. The Idea
Frame is a neat way of defining an idea to summarise it
quickly and concisely. It’s important to be able to do this as it
will help us recall our idea, communicate it better to others
and make decisions about the idea.
Brevity

TECH CONCIERGE
Keeping our guests connected by
offering them tech support and access
to lots of kit, including chargers and
cables.
Being connected is more important
than ever to our guests but they’re only
human, and something as simple as
forgetting a charger can ruin their trip.
Brevity

“I need a bridge…”
National CEO Programme

Asking Why…
1. Why do you need a bridge?
2. What is the main purpose of the bridge?
3. Which problem does the bridge solve?
4. What other alternatives have been considered?
5. Why is it important that we build a bridge?
6. For what reason has a bridge not been built before?
7. What specific benefits would a bridge deliver?

1. The patient was late in theatre. Why?
2. There was a long wait for a trolley. Why?
3. A replacement trolley had to be found. Why?
4. The original trolley’s safety rail was worn and had eventually broken. Why?
5. It had not been regularly checked for wear. Why?
Root Cause: We do not have an equipment maintenance schedule…
5 Why’s Example

Innovating with partners
by sharing the risks
and the rewards.
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28
O p e n I n n o v a t i o n D e f i n e d

“No matter who you are,
most of the smartest people
work for someone else.”
Bill Joy, Sun Microsystems
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29
T h e O p e n I n n o v a t i o n I m p e r a t i v e

"It is better to ask a question
that is deep and strange and
unexpected than having the
answer to everything.”
Werner Herzog
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31
I n t e r e s t i n g Q u e s t i o n s

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32
I n t e r e s t i n g Q u e s t i o n s C r i t e r i a
1. A Need Not a Want
2. Motivating
3. The Goldilocks Test
4. Understandable
5. Answerable
6. Roadtested

How can we double the fun of
the LEGO play experience?
2 0 / 0 2 / 2 0 1
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33
I n t e r e s t i n g Q u e s t i o n

2 0 / 0 2 / 2 0 1
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34
C a s e s t u d y - T H I N K
L E G O – I D E A S P L A T F O R M .
"100%Open helped us explore the true
potential of open innovation and act our way
into a new way of thinking.”
Erik Hansen Senior Director, Innovation

How can I wash my home,
myself, or my clothes with a
single cup of water?
2 0 / 0 2 / 2 0 1
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35

2 0 / 0 2 / 2 0 1
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36
C a s e s t u d y - J A M
U N I L E V E R - J A M S .
“This is the best workshop I have ever attended
– not just online. Even face to face.”
Innovation Director, Unilever

How can we enable all
Detroiters to travel more easily,
safely and reliably?
2 0 / 0 2 / 2 0 1
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37

2 0 / 0 2 / 2 0 1
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38
C a s e s t u d y - C R O W D
F O R D – C I T Y M O B I L I T Y C H A L L E N G E S
A series of city based mobility competitions to
help reposition Ford as a mobility company
through combining an online community with
offline prototyping workshops and events.

How can we empower
investors and their advisers to
consider the CO2 impact of
their investment decisions?
2 0 / 0 2 / 2 0 1
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39

2 0 / 0 2 / 2 0 1
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40
U B S – T H E F U T U R E O F F I N A N C E C H A L L E N G E
"The project has been an outstanding success
raising awareness worldwide of UBS as an
innovation partner."
Oliver Bussmann, Group CIO UBS

How can Red Cross staff,
partners and beneficiaries help
victims of conflict and disaster
in innovative ways?
2 0 / 0 2 / 2 0 1
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41

2 0 / 0 2 / 2 0 1
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42
R E D C R O S S - R E D I N N O V A T I O N .
We helped to re-invent innovation for the
International Committee of the Red Cross
leading to a major new collaboration with
CERN and recently winning an MRS Award.

“If I had only one hour to save the
world, I would spend fifty-five minutes
defining the problem, and only five
minutes finding the solution.”
Albert Einstein
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I n t e r e s t i n g Q u e s t i o n s

How might we + verb + object + context?
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I n t e r e s t i n g Q u e s t i o n s E q u a t i o n

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I n t e r e s t i n g Q u e s t i o n s C r i t e r i a
1. A Need Not a Want
2. Motivating
3. The Goldilocks Test
4. Understandable
5. Answerable
6. Roadtested

“Never invest in a business you
can’t understand."
Warren Buffet
Business Models

Business Models

1 . D E F I N E O U R O P E N I N N O V A T I O N
S T R A T E G Y .
T h e s e t o o l s d e f i n e o u r o p e n i n n o v a t i o n
o b j e c t i v e s , m e t h o d s a n d p l a n .
O P E N I N N O V A T I O N M A N I F E S T O .
O P E N I N N O V A T I O N N A V I G A T O R .
V E C T O R S .
The Open Innovation Manifesto gives us the strategic rationale and development plan for our innovation programme. It makes the case for
open innovation and helps communicate the programme effectively. It’s a manifesto because it is a statement of belief and intent.
The Open Innovation Navigator enables us to explore proven open innovation techniques and processes. It then enables us to select a method
that fits our appetite for risk, the maturity of the innovation and the degree of openness that is appropriate for our company and for our target
audience.
Vectors is a graphical representation of our innovation strategy over time. It shows what we are intending to innovate, the steps along the way
and how innovations relate to each other.

2 . P R E P A R E O U R S E L V E S F O R
C O L L A B O R A T I O N .
T h e s e t o o l s a s s e s s o u r r e a d i n e s s f o r
o p e n i n n o v a t i o n .
C O L L A B O R A T I O N S T Y L E S .
C O L L A B O R A T I O N Q U O T I E N T ( C Q ) .
O P E N O R G A N I S A T I O N T E S T .
Everyone has a role to play when it comes to open innovation, but for it to succeed, individuals need to know where they fit in a team. The
Collaboration Styles Test assesses our skills in the context of our team, company or partnership. It helps by finding out what roles we are good
at playing in collaborations (and what we're not so good at!) and how we can use collaboration to our wider benefit.
The CQ (Collaboration Quotient) tool helps to explore the aptitudes that are needed for successful open innovation. By comparing the CQ of
an organisation and its people we can examine any differences and start to think about culture change or training programmes needed.
Successful open innovation depends on an organisation possessing the right skills, tools and mindset. From our experience of running projects
with organisations around the world, we have identified what makes a company ready for open innovation.

3 . F I N D U N M E T N E E D S .
T h e s e t o o l s m a k e s u r e i n n o v a t i o n s a r e
d e s i g n e d t o s a t i s f y s p e c i f i c u s e r n e e d s .
U N M E T N E E D .
P E R S O N A S .
Successful innovations satisfy a need – a real and specific user need that is currently not met. This tool helps to define an unmet need that will
naturally give rise to relevant and distinctive ideas or innovations.
Use this tool to describe the user of the innovation we intend to create, endowing them with a realistic persona. This will be a touchstone
throughout the innovation process and we will refer back to it as the innovation is developed.

4 . D I S C O V E R N E W I D E A S .
T h e s e t o o l s a r e f o r c o l l a b o r a t i n g w i t h
o t h e r s o n l i n e a n d o f f l i n e .
C R O W D S O U R C I N G P L A T F O R M .
N E T W O R K B U I L D E R .
C H A L L E N G E D E S I G N E R .
This tool is to plan the use of an online crowdsourcing platform. Such platforms are used to host communities that respond to specific
challenges by submitting insights, ideas or business propositions for new products and services. We use this template to design elements of our
crowdsourcing platform and to visualise how our challenges will work in practice.
The Network Builder tool helps to design relevant and bespoke networks that support successful open innovation. In order to mobilise the
outside world to innovate with us we need a map of where to seek help and how the innovation ecosystem is connected up.
The Challenge Designer tool is for deciding the content and process for a successful open innovation challenge. It helps plan our
crowdsourcing challenges, from setting objectives and asking the right questions to selecting winners.

4 . D I S C O V E R N E W I D E A S c o n t ’ d .
T h e s e t o o l s a r e f o r c o l l a b o r a t i n g w i t h
o t h e r s o n l i n e a n d o f f l i n e .
C R O W D F A C I L I T A T I O N G U I D E .
I D E A F R A M E .
The Interesting Question tool gives us the principles and process for creating crowdsourcing challenges that are based around clear,
compelling and communicable questions.
We use this guide to help us facilitate our crowd effectively. This is vital and time-consuming so it is important to get it right.
There are, of course, many ways to describe an idea. The Idea Frame is a neat way of defining an idea to summarise it quickly and concisely.
It’s important to be able to do this as it will help us recall our idea, communicate it better to others and make decisions about the idea.
P P P F I L T E R .
This tool helps to select the best ideas from a Jam workshop session or a crowdsourcing challenge. Each idea or proposal is scored against the
3Ps: Practical, Profitable and Pioneering.
I N T E R E S T I N G Q U E S T I O N .

5 . C O N V E N E C O L L A B O R A T I V E
W O R K S H O P S .
T h e s e t o o l s a r e f o r p l a n n i n g a n d f a c i l i t a t i n g
w o r k s h o p s t h a t a r e p r o d u c t i v e a n d f u n .
J A M B E H A V I O U R S .
C R E A T I V I T Y T E C H N I Q U E S .
The Jam is a collaborative style of workshop that deliberately mixes diverse people and disciplines to find new powerful hybrid ideas. This tool
is a ‘how to’ for planning a productive and creative session for new ideas, propositions, business models or prototypes.
This tool helps us communicate and encourage collaborative behaviours in a workshop. Observing the Jam Behaviours will help get better
ideas and teamwork and ensure people have a positive experience as well as a creative one.
This is a compendium of creativity techniques that involve working with others. These techniques will ensure a productive session and are
useful for anything from lateral ideas to new business models. You'll also find collaborative warm-up techniques to use early on in a workshop
to promote a creative and collaborative mindset.
S K E T C H T E M P L A T E S .
It is very helpful to put a bit of flesh on the bones of our ideas by using Sketch Templates. Getting visual early on in the process helps to
describe and define an idea so it can be developed further or evaluate it so it can discarded in favour of others.
J A M D E S I G N E R .

6 . P R O T O T Y P E N E W P R O D U C T S &
S E R V I C E S .
T h e s e t o o l s a r e f o r d e v e l o p i n g i d e a s t o a
h i g h e r s t a g e o f r e a l i s m .
P R O T O T Y P I N G T E C H N I Q U E S .
S E R V I C E B L U E P R I N T .
S E R V I C E S A F A R I .
This tool sets out eight techniques we can use to prototype a new product, service or process.
The Service Blueprint tool breaks down a new product or service into its component parts and helps us think systematically about creating a
valuable and connected user journey. A Service Blueprint is a template for the delivery of the physical and informational aspects of a service
innovation as well as the people, rules and tools needed to deliver it successfully.
Service Safari is an exercise that enables us to understand how services work and to diagnose how they can be improved. By going out, visiting
and using a service we can draw structured conclusions that help us create an effective service innovation.

G I V E / G E T .
I P S T R A T E G Y .
The Pitch Template helps to clarify and communicate an idea and create a pitch that justifies an investment of time and money. Writing and
performing a short pitch will help clarify an idea, attract partners or investors and generate buy-in within organisations.
Collaborative innovation is only possible when what each partner gives is balanced by what each gets. The Give|Get tool helps us define what
our business offer will be to potential partners and what we will expect in return.
This tool helps us discuss and agree the appropriate approach to intellectual property in open innovation relationships. We use this tool to
order our thinking about intellectual property to aid initial discussions with an innovation partner. We also use the tool to brief an IP specialist
to help act on this strategy.
O P E N I N N O V A T I O N M O D E L S .
The Open Innovation Models tool is for defining the nature of a partnership. Use this tool to select a collaborative business model that defines
the role of each partner in relationship that is either cooperative, collaborative or co-creative.
P I T C H T E M P L A T E .
7 . B U I L D B U S I N E S S P A R T N E R S H I P S .
T h e s e t o o l s a r e f o r c r e a t i n g s t r o n g b u s i n e s s
c o l l a b o r a t i o n s t h a t w i l l g e t g r e a t i d e a s
t o m a r k e t .

C O L L A B O R A T I V E B U S I N E S S C A N V A S .
C O L L A B O R A T I O N A G R E E M E N T .
Airlock is a process to help partners collaborate safely and profitably, without fear of intellectual property contamination. Undergoing the Airlock process helps
potential partners evaluate each other and prepare for a successful collaboration.
This tool is for creating a distinctive and collaborative business model around our innovation. It help us examine the flow of value generated by a new idea and
sets out each partner's expected contribution and reward. The Business Model Canvas was created by BusinessModelGeneration.com.
The Collaboration Agreement helps initiate strong business partnerships. It helps minimise the risks of working with new people to an unclear outcome. It helps to
build trusting relationships and to develop and test the proposition itself.
O P E N I N N O V A T I O N M E T R I C S .
This tool helps us decide the Key Performance indicators of innovation performance are most important and to evalute the overall value that a partnership brings
and gives. It is important to define and agree each metric from our partner's point of view as well as our own.
A I R L O C K .
7 . B U I L D B U S I N E S S P A R T N E R S H I P S
c o n t ’ d .
T h e s e t o o l s a r e f o r c r e a t i n g s t r o n g b u s i n e s s
c o l l a b o r a t i o n s t h a t w i l l g e t g r e a t i d e a s
t o m a r k e t .

Thank You!
Roland Harwood
Co-Founder & Managing Director, 100%Open
100%Open
Alphabeta Building
18 Finsbury Square
London, EC2A 1AH, UK
+44 (0) 207 759 1050
+44 (0) 7811 761 435
roland@100open.com
www.100open.com
@rolandharwood
@100open

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