The document explores innovation through networks and the immersive internet, highlighting the importance of external collaboration for organizational sustainability. It emphasizes the role of social media and virtual worlds in fostering creativity, idea sharing, and community engagement. The discussion underscores the shift from traditional problem-solving to solution finding, leveraging both internal and external resources for value creation.

1. Innovation through Networksand the Immersive InternetDr. Robin Teigland, akaKarinda Rhode in SLStockholm School of Economicswww.knowledgenetworking.orgwww.slideshare.net/eteiglandRobinTeiglandDecember 2010www.hhs.se

2. Today’s discussionBackground

3. Leveraging external networks for innovation

4. Innovation through the immersive internet2

5. Whatare the sourcesof organizationalsustainability?Networks of relationshipsInnovationOrganization #1Brand & ReputationAdapted from Kaye 1993

6. A focus on innovation4O’Reilly & Tushman 2004

7. IDEO: The Shopping Cart Projecthttp://www.youtube.com/watch?v=M66ZU2PCIcMWhat happened?

8. What are the keys for success?5

9. Building an innovative organization 6Skarzynski & Gibson 2008

10. 7http://mediax.stanford.edu/docs/seminars/f09/IntuitBrainstorm.pdf

11. Improving internal operations while increasing organizational loyalty (Intuit)http://mediax.stanford.edu/docs/seminars/f09/IntuitBrainstorm.pdfhttp://billives.typepad.com/portals_and_km/2009/10/intuit-brainstorm-offers-innovation-management.html

12. IBM’s innovation landscapeBrainstorm, share ideasIncubate and collaborateValidate and iterateIdentify the challengeImplement, go to marketBizTechTAPIBM lines of businessIBM internal stakeholdersThinkPlaceI N S I D EEmerging business opportunitiesCommunities of practiceExtreme BluealphaWorksJamsGlobal Technology OutlookClientsO U T S I D ELotus GreenhouseFirst of a Kind(FOAK)Global Innovation OutlookPartners IBM Corporation, 20099

13. Inside IBM, we are all innovators.ThinkPlaceThinkPlace fuels innovation across the ecosystem by being IBM's global idea marketplace. It enables every IBMer to be an innovator by providing a common forum for sharing, refining and recognizing ideas.+=IdeasCollaborationInnovative solutionsOpen, 24x7 system for submission of ideasIdeas discussed and refined by communitiesDeliver financial benefits to IBM, and grow a culture of innovation by recognizing innovatorsTechnology Adoption ProgramTAP is the singular, global destination for pilots and prototypes at IBM. We make it fun and easy to adopt new technology!+=InnovatorsEarly AdoptersSuccessful innovationCreate and share innovative technologyTry Innovators’ creations and provide feedback to improve themReduce the time, cost and risk to transfer successful ideas into IBM’s products, services and internal toolsIBM Corporation, 200910

14. Designing innovation networks11Barsh et al 2007, McK Quarterly

15. Did You Know 3.0: Shift Happenshttp://www.youtube.com/watch?v=cL9Wu2kWwSYWhat are the forces at work here?

16. What are the implications for innovative organizations?12

17. Human capacity cannot keep up…Information and knowledgeGrowthHuman absorptive capacityTimeAdapted from Cohen & Levinthal 198913

18. ”No one knows everything, everyone knows something, all knowledge resides in humanity.”networksSix degrees of separation- Milgram, 1967Adapted from Lévy 1997

19. 15Two individuals/organizations with the same number of contacts…AB

20. …but with very different access to resourcesBA16

21. Network dynamics impact creativity and innovationABPoor creativity and innovative performanceHighcreativity and innovative performanceTeigland 200317

22. Avoid creating insular networkshttp://www.enronexplorer.com/focus/19185#18

23. What are the sources of organizationalsustainability?Networks of relationshipsInnovationOrganization #1Brand & ReputationTeigland 201019

24. Today’s discussionBackground

25. Leveraging external networks for innovation

26. Innovation through the immersive internet20

27. Leveraging external resources to find solutions and solve unsolved problemsA shift from being problem solvers to solution finders 21

28. Drivers of evolutionDiGangi 201022

29. Drivers of evolutionIncreasedInteractivityDiGangi 2010

30. Creating value through external conversations24

31. 25Product development - www.ideastorm.comBrayrie 2007

32. Building the Dell community26Brayrie 2007

33. Organizations as magnets27Bohman 2010

34. 28"E-connection is processed in the brain like an in-person connection."http://slideshare.net/missrogue

35. 29Use social media to strengthen relationships#1 Applications Lifecycle Management (ALM) & business mashup

36. 96 of Fortune 100 as customers

37. 800 employees in 18 countries across globe

38. Facebook Fridays: One hour every Friday on Facebook to find fun and connect with co-workers, customers, family, and friends

39. Average employee age: 46

40. 29 year old Silicon Valley company

41. >90% of employees on FBCreating a virtuous cycleInteraction Relationships Relationships Trust Trust ExchangeExchange Innovation Innovation Awareness

42. ExploitationImproving existing value creation activitiesExplorationDeveloping new value creation activitiesAdapted from March 199131

43. Threadless:What came first – the community or the company?32

44. A new mindset towards value creationCreating a platform for people to interact, collaborate, share ideas, and create

45. Global grassroots fundraising34

46. Evolution of value creationClosed (Chesborough, 2003)Organizations internalize resources for value creationOpen (Chesborough, 2003; 2006; Di Gangi & Wasko, 2009; von Hippel & von Krogh, 2003)Organizations leverage both internal and external resources for value creationCo-created (Prahalad & Ramaswamy, 2000; 2004; Di Gangi & Wasko, 2010; Pine & Gilmore, 1998)Organizations interact with external entities to create experience or common good that creates value for bothDiGangi 2010

47. Skien, NorwayeZ EcosystemeZ37,000+Communitymembers5,000+Customers in 130 countries230+PartnersOpen source content management software

48. Customers include Financial Times, Wall Street Journal, UN, Vogue, Hitachi, 3M, MIT

49. 70 employees in 9 countries (US, Europe & Asia)eZ PhilosophyConnecting people who share a passion for something they do so that they can collaborate, share ideas, learn, and create knowledge

50. Co-created community model

51. Innovation in the eZ ecosystemeZ Software development team

52. Why do people participate in the community?Experts High commitmentContribute moreReputationContribute lessNot committedEnjoy helpingPeripheralCore GroupCoordinator“Eldsjäl”ActiveContribute lessChallengeEnjoy helpingAsk questionsDon’t contributeNot committedOutsidersWasko & Teigland 2002

53. What makes organizations attractive?41Bohman 2010

54. Tangible returns26%Community interest50%Intangible returns24%Why do people participate in a Community?Useful informationSpecific answerPersonal gainPro-social behaviorReciprocityAdvancing the communityEnjoymentLearningReputationWasko & Faraj 200042

55. Understanding the dynamics of the user-organization relationship in co-created business models(Folger et al., 2010)QuestionHow do member perceptions of balance and fairness impact member engagement behaviors?DiGangi et al 2010

56. A Private-Collective Community Modelvon Hippel & von Krogh (2006)DiGangi et al 2010

57. How to adapt to private-collective model?45Skarzynski & Gibson 2008

58. Today’s discussionBackground

59. Leveraging external networks for innovation

60. Innovation through the immersive internet46

61. Here comes the Immersive InternetO’Driscoll 2009

62. How many usually think of virtual worlds…Teigland 2010

63. 49Building skills in virtual environmentsMy CVLeading a virtual team of 30 individuals from across the globe

64. Creating and successfully executing strategies under pressure

65. Managing cross-cultural conflict without face-to-face communicationTeigland 2010

66. What else can they be?Ability to manipulate/create content

67. Virtual economy and currencyhttp://www.youtube.com/watch?v=Quh2OiPHkm8

68. Sporting activities in Second Lifehttp://secondlife.com/destination/double-b-skydiving-centerBallers Cityhttp://www.flickr.com/photos/pcellis/2771357871/http://www.youtube.com/watch?v=Acgg1ih59GU&list=PL4B22C59B4AA89C0B&index=3&playnext=2

69. Moving out of “Gartner hype cycle” troughVirtual worlds today52>1 bln usershttp://www.gartner.com/it/page.jsp?id=1447613

70. 53

71. 54Facilitating the virtual workforcethrough virtual worldsWelch et al 2010