This document summarizes a presentation about harnessing chaos to drive innovation. It discusses encouraging innovation through knowledge management and people, process, and technology integration. Key points include capturing ideas and sharing knowledge to encourage innovation, using communities of practice and lessons learned to connect people, and selecting technologies like social media to solve problems. A case study describes a consumer goods company that increased emerging market sales and profits through a community of purpose program supported by a social application.

1. Harnessing Chaos to Drive Innovation
Social Networking Customer Council
Meeting 2
March 23, 2012
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2. Agenda
• Introduction
• Encouraging Innovation
• Process for organizing chaos and driving
innovation
• Case Study
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3. Missing Puzzle Piece Consulting
Organizing Chaos:
The key to success is
focusing on people, process,
and technology, not one,
but all three and how the
three integrate and work
together to provide superior
collaboration, business
process, and decision
making results for the
organization.
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4. INNOVATION
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5. Innovation
• The introduction of something new or
different.
• Creating, developing, accessing and rapidly
deploying (new) knowledge.
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6. How do you do this?
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7. How to encourage innovation
1. Processes and events to capture ideas,
knowledge, experiences
2. Supportive atmosphere
3. Encourage risk taking and experimentation
4. Promote openness between individuals and
teams--share knowledge and experience
5. Shared responsibility across the organization
6. Reward innovation and celebrate success
7. Look for imagination and creativity as well as
diversity when recruiting new employees
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8. ENCOURAGING INNOVATION THROUGH
KNOWLEDGE MANAGEMENT
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9. How to encourage innovation
1. Processes and events to capture ideas,
knowledge, experiences
2. Supportive atmosphere
3. Encourage risk taking and experimentation
4. Promote openness between individuals and
teams--share knowledge and experience
5. Shared responsibility across the organization
6. Reward innovation and celebrate success
7. Look for imagination and creativity as well as
diversity when recruiting new employees
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10. Knowledge Management
Definition
• Connecting people to the knowledge they
need to do their jobs whether that knowledge
is tacit or explicit
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11. What activities are you going to
choose to drive innovation?
1. Business driven action learning
2. Coaching and mentoring
3. Communities of practice
4. External assessment and benchmarking
5. Knowledge capture from projects
6. Knowledge exchange
7. Knowledge harvesting from individuals
8. Lessons learned
9. Peer assists
10. Project learning
11. Training
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12. Approach
People
Technology Process
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13. Which technology to pick?
• What problem are you trying to solve?
• What challenge are you trying to overcome?
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14. Chaos Organized
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15. Business-IT Alignment
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16. Knowledge Management Roadmap
Evolve
Use •Change
Mgmt
Implement •Change
Mgmt
Design/ •Change
Mgmt
Develop/ Test
Select •Processes
technology •Change •Metrics
Resolve: Mgmt
•Change
Analyze: •Policies Mgmt
•Knowledge &
Collect: •Human, process flows
Social, and
•Business •Metrics
Intellectual
Processes Capital Best •Strategic
•Information Practices Goals
Flows •Change •Governance
•Organization Mgmt •Change
Strategy and Mgmt
Plan
•IT Strategy
and Plan
•Change
Mgmt
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17. Supporting Technology
Organization/ Business Intelligence/ Data Warehouse
Enterprise
eDiscovery
Communities of
CRM, Contact Centre, Incident Practice,
Context
Management/Helpdesk Expertise
location
Group/team
Records Social
Management Media
ECM
Document Capture Component Content
Management
Portal
Collaboration
Individual
Search
Learning Management/eLearning
Scan, Capture, Package, Share, Transform,
Map Create Store Apply Innovate
Adapted from: Knowledge Managements by Despres and Chuvel,
Journal of KM, vol 3, no. 2 1999, p119.
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18. CASE STUDY
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19. Multinational fast moving consumer
goods (FMCG) company
• The situation: the company operates in the fast moving consumer
goods market, products like, snack foods, toothpaste, and other
grocery and toiletry items. Their success in industrialized countries
was not translating to the new markets in the developing
economies like China, India, and Russia.
• The decision: the Community of Purpose programme started off
focused on the people and process side of the equation. The
technology focused on connecting people to people to share
experiences (a social application before social was common)
• The result: In the first five years that the programme existed sales
in the small retail sales channel in the 12 emerging markets trebled,
while profits more than doubled. In the 10 years the program and
supporting technology have been in place more than $1 billion have
been added to the bottom line.
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20. Harnessing Chaos to Drive Innovation
Thank You!
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