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Corporate Communications Today, Course Module 4: Innovation Management

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Institut für Wirtschaftsinformatik, Abteilung Informationsmanagement (wi2), TU Braunschweig, WS 2012/13

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Corporate Communications Today Course Module 4: Innovation Management 14.01.2012 Susanne Robra-Bissantz 1
Course Modules CM 1 Social Media CM 3 „Marketing“ CM 2 Collaboration CM 4 Innovation CM 5 Knowledge CM 6 Web Society WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 2
Collaboration within the company WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 3
Information and Communication within the company Innova Idea tion Manag Organi Knowle dge zation • Information and communication are the keys to competitive advantages. • Ideas are the basis for innovation. • Ideas need a knowledge base. • Innovations lead to learning and to new knowledge. WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 4
Collaboration approaches: internal – external? Innovation Management Knowledge Management Collaborative creativity Project support Organizational Learning Complaints: ideas and problems WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 5
Collaborative creativity? blog.fashionfreax.net "There's only one way: There will be no discussion (...) design, WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 6
Creativity Creativity is the contextual potential for meaningful novelty which unfolds in action, in searching and work of individuals on a problem or a matching result. (Sonnenberg 2007, p.72) Ego strength • self-confidence • nonconformism divergent thinking convergent thinking Sensibility • openness • tolerance for conflict and frustration Intuition • spontaneity • tolerance for risk Interest in complexity • reflexivity • endurance WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 7
Creativity – collaborative? The competition between organizations will take place increasingly based on creativity. (e.g. Burnside 1990, Kratzer et al. 2004) „Divison of labour is inherently counter-creative“ (Andersson 1997) A heterogeneous group with common visions leads to potentially higher creative potential. (Posts combination model: Nijstadt, Paulus 2003, Creative field: Burrow 1999) WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 8
Collaborative creativity - approaches in idea management systems innovators/objectors maverick/logician newcomer/older ones heterogeneous teams different experiences weak ties reunite experiences turn upside down reunite ideas creativity techniques explain perspective adopt perspective WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 9
Idea platform: example – HYVE IdeaNet WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 10
Example Hype - Home Currently running idea campaigns, in which I can participate. Overview: The latest submitted ideas that make me curious. Idea „portfolio“ idea exploration The most popular ideas that I can evaluate and discuss. WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 11
I can see how far my idea has come in the selection process. idea evaluation I can format my idea description with MS Word-like tools. I can attach pictures and documents. My idea is evaluated according to standardized criteria, which are specific to my organization. idea screening idea generation The system alerted me to similar ideas, so I can come into contact with the idea originator. I can see when my boss looked at my idea last night. idea networking WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 12
I can see how far my idea has come in the selection process. idea evaluation idea generation I can format my idea description with MS Word-like tools. Focus: The system alerted me to similar ideas, so I can come into contact with the idea originator. Support of Phases of the Creativity I can attach pictures and documents. prozcess with additive collaboration My idea is evaluated according to standardized criteria, which are specific to my organization. and review idea screening I can see when my boss looked at my idea last night. idea networking WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 13
Idea Management Systems Current creativity techniques and idea management systems reflect the prevailing research with an american, individualistic embossing. They provide little empirical evidence for the advantages of real collaborative creativity. (Hennesey/Amabile 2007) WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 14
Synergetic cooperation! As strange as it may seem: None of the four has come close to the musical and artistic level of the Beatles as a solo artist. (Benzinger, 2001, S. 37) various roles multi sociation Group Flow change of perspective reciprocal challenge rooms/situations WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 15
Virtual spaces for collaboration Discovery- Activities- Tagging associate with from persons, activities, discoveries, ideas, … social tagging WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 16
Virtual spaces for collaboration Discovery- Activities• other perspectives • new ideas • new links collabora tion child hands helping associate with social tagging WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 17
Encounter² – to make collaboration visible Who does what? Who knows whom? Interact What's new? What is interesting? Which topics are hot? Who is working on them? WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 18
Collaboration approaches: internal – external? Innovation Management Knowledge Management Collaborative creativity Project support Organizational Learning Complaints: ideas and problems WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 19
Innovation and creativity with customers 80% of the innovations which are developed by a company on her own are not successful. By contrast 80% of the innovations initiated by customers succeed. (Robert G. Cooper 2010) WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 20
Open Innovation – University of Oregon WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 21
Innovation models by Chesbrough Closed Innovation Model company boundaries Open Innovation Model company boundaries new market ideas research existing market development ideas research existing market development Chesbrough, 2003 WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 22
Idea Management Systems Innovation market places Communitys Innovation competitions Toolkits Lead-User-Method Instruments WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 23
Innovation Customer Company Information about solution Innovation Information about need traditional Information about need Information about solution Innovation Information about solution „open“ WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 24
Iterative process of problem solving traditional innovation process First (temporary) developments Customer as a product developer / innovator Producer First( temporary) developments interface design design iterations construction (prototypes) construction (prototypes) interface test (feedback) test (feedback) Customer Thomke/von Hippel, 2002 WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 25
Open Innovation: Innovation platform WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 26
Idea competitions WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 27
Evaluation - single customer WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 28
Evaluation - Review Estimate popular opinions Prediction market? WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 29
Idea competitions Typical problems: • Lack of motivation • Lack of „quality“ WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 30
Research project: Gaming as a collaboration mechanism game points virtual identity social points Increase reedemable points stories game mechanisms exchange levels collect Increase leaderboards WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 31
Corporate Communications Today Course Module 4: Innovation Management 14.01.2012 Susanne Robra-Bissantz 32

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Corporate Communications Today, Course Module 4: Innovation Management

  • 1. Corporate Communications Today Course Module 4: Innovation Management 14.01.2012 Susanne Robra-Bissantz 1
  • 2. Course Modules CM 1 Social Media CM 3 „Marketing“ CM 2 Collaboration CM 4 Innovation CM 5 Knowledge CM 6 Web Society WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 2
  • 3. Collaboration within the company WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 3
  • 4. Information and Communication within the company Innova Idea tion Manag Organi Knowle dge zation • Information and communication are the keys to competitive advantages. • Ideas are the basis for innovation. • Ideas need a knowledge base. • Innovations lead to learning and to new knowledge. WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 4
  • 5. Collaboration approaches: internal – external? Innovation Management Knowledge Management Collaborative creativity Project support Organizational Learning Complaints: ideas and problems WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 5
  • 6. Collaborative creativity? blog.fashionfreax.net "There's only one way: There will be no discussion (...) design, WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 6
  • 7. Creativity Creativity is the contextual potential for meaningful novelty which unfolds in action, in searching and work of individuals on a problem or a matching result. (Sonnenberg 2007, p.72) Ego strength • self-confidence • nonconformism divergent thinking convergent thinking Sensibility • openness • tolerance for conflict and frustration Intuition • spontaneity • tolerance for risk Interest in complexity • reflexivity • endurance WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 7
  • 8. Creativity – collaborative? The competition between organizations will take place increasingly based on creativity. (e.g. Burnside 1990, Kratzer et al. 2004) „Divison of labour is inherently counter-creative“ (Andersson 1997) A heterogeneous group with common visions leads to potentially higher creative potential. (Posts combination model: Nijstadt, Paulus 2003, Creative field: Burrow 1999) WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 8
  • 9. Collaborative creativity - approaches in idea management systems innovators/objectors maverick/logician newcomer/older ones heterogeneous teams different experiences weak ties reunite experiences turn upside down reunite ideas creativity techniques explain perspective adopt perspective WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 9
  • 10. Idea platform: example – HYVE IdeaNet WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 10
  • 11. Example Hype - Home Currently running idea campaigns, in which I can participate. Overview: The latest submitted ideas that make me curious. Idea „portfolio“ idea exploration The most popular ideas that I can evaluate and discuss. WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 11
  • 12. I can see how far my idea has come in the selection process. idea evaluation I can format my idea description with MS Word-like tools. I can attach pictures and documents. My idea is evaluated according to standardized criteria, which are specific to my organization. idea screening idea generation The system alerted me to similar ideas, so I can come into contact with the idea originator. I can see when my boss looked at my idea last night. idea networking WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 12
  • 13. I can see how far my idea has come in the selection process. idea evaluation idea generation I can format my idea description with MS Word-like tools. Focus: The system alerted me to similar ideas, so I can come into contact with the idea originator. Support of Phases of the Creativity I can attach pictures and documents. prozcess with additive collaboration My idea is evaluated according to standardized criteria, which are specific to my organization. and review idea screening I can see when my boss looked at my idea last night. idea networking WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 13
  • 14. Idea Management Systems Current creativity techniques and idea management systems reflect the prevailing research with an american, individualistic embossing. They provide little empirical evidence for the advantages of real collaborative creativity. (Hennesey/Amabile 2007) WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 14
  • 15. Synergetic cooperation! As strange as it may seem: None of the four has come close to the musical and artistic level of the Beatles as a solo artist. (Benzinger, 2001, S. 37) various roles multi sociation Group Flow change of perspective reciprocal challenge rooms/situations WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 15
  • 16. Virtual spaces for collaboration Discovery- Activities- Tagging associate with from persons, activities, discoveries, ideas, … social tagging WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 16
  • 17. Virtual spaces for collaboration Discovery- Activities• other perspectives • new ideas • new links collabora tion child hands helping associate with social tagging WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 17
  • 18. Encounter² – to make collaboration visible Who does what? Who knows whom? Interact What's new? What is interesting? Which topics are hot? Who is working on them? WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 18
  • 19. Collaboration approaches: internal – external? Innovation Management Knowledge Management Collaborative creativity Project support Organizational Learning Complaints: ideas and problems WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 19
  • 20. Innovation and creativity with customers 80% of the innovations which are developed by a company on her own are not successful. By contrast 80% of the innovations initiated by customers succeed. (Robert G. Cooper 2010) WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 20
  • 21. Open Innovation – University of Oregon WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 21
  • 22. Innovation models by Chesbrough Closed Innovation Model company boundaries Open Innovation Model company boundaries new market ideas research existing market development ideas research existing market development Chesbrough, 2003 WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 22
  • 23. Idea Management Systems Innovation market places Communitys Innovation competitions Toolkits Lead-User-Method Instruments WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 23
  • 24. Innovation Customer Company Information about solution Innovation Information about need traditional Information about need Information about solution Innovation Information about solution „open“ WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 24
  • 25. Iterative process of problem solving traditional innovation process First (temporary) developments Customer as a product developer / innovator Producer First( temporary) developments interface design design iterations construction (prototypes) construction (prototypes) interface test (feedback) test (feedback) Customer Thomke/von Hippel, 2002 WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 25
  • 26. Open Innovation: Innovation platform WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 26
  • 27. Idea competitions WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 27
  • 28. Evaluation - single customer WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 28
  • 29. Evaluation - Review Estimate popular opinions Prediction market? WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 29
  • 30. Idea competitions Typical problems: • Lack of motivation • Lack of „quality“ WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 30
  • 31. Research project: Gaming as a collaboration mechanism game points virtual identity social points Increase reedemable points stories game mechanisms exchange levels collect Increase leaderboards WS 2012/13 | Prof. Dr. Susanne Robra-Bissantz | Corporate Communications Today| Seite 31
  • 32. Corporate Communications Today Course Module 4: Innovation Management 14.01.2012 Susanne Robra-Bissantz 32