This document discusses open and social innovation using collective intelligence. It presents key concepts of open innovation including leveraging ideas from outside the company. Traditional innovation is compared to open innovation, noting that open innovation is emergent and allows ideas from many individuals. Benefits include increased ideation and thinking outside the box. Challenges include lack of participation and information overload. The document provides examples of open innovation platforms and strategies for successful implementation.
This upcoming Wikimania 2008 tutorial discusses the three principles of “open collaboration” which I believe are underlying wikis, open source, and other forms of peer production.
This document provides an overview of open innovation. It begins with introducing the speakers and goals of discussing open innovation without hype, exploring key themes practically, and sharing case studies and exercises. The topics to be covered include definitions of open innovation, benefits for organizations, differences between large and small companies, the ideal open innovation ecosystem, and a collaboration exercise. Overall, the document aims to provide insights into open innovation from life science and IT sectors through mixing presentations and group activities.
Adopt: adoption and diffusion outcome prediction tool. Geoff KuehneJoanna Hicks
The ADOPT tool aims to predict adoption rates and levels of specific agricultural practices using a conceptual framework. The framework considers how population characteristics and the innovation's learnability influence the learning of an innovation's relative advantage. This relative advantage then determines the peak adoption level and time to reach that level. The tool is intended to help inform research, development, and extension strategies and make adoption considerations more accessible.
This presentation was accompanying a keynote at COFES 2011 -- the Conference for the Future of Engineering -- Scottsdale, April 2011. A more compact version of the same presentation was given to a group of Israeli engineers & entrepreneurs in Tel Aviv, during COFES Israel, December 2010. I am well aware that the presentation material, without the accompanying speech, may be a bit cryptic at times. Also, comments and questions are welcome at @cdn
Open Collaborative Systems (OCS) is a new approach to design the fuzzy frontend of innovation processes. It is based on the principals of openenss and collaboration.
Unilever is pursuing an open innovation strategy through its technology ventures arm, Unilever Technology Ventures (UTV). UTV aims to access emerging technologies through venture capital investments that have the potential to help innovation and growth at Unilever. UTV operates similarly to external venture capital funds, making independent investment decisions and aiming to generate strong financial returns. Over time, UTV intends to establish itself as an independent venture capital firm while maintaining its strategic partnership with Unilever.
This upcoming Wikimania 2008 tutorial discusses the three principles of “open collaboration” which I believe are underlying wikis, open source, and other forms of peer production.
This document provides an overview of open innovation. It begins with introducing the speakers and goals of discussing open innovation without hype, exploring key themes practically, and sharing case studies and exercises. The topics to be covered include definitions of open innovation, benefits for organizations, differences between large and small companies, the ideal open innovation ecosystem, and a collaboration exercise. Overall, the document aims to provide insights into open innovation from life science and IT sectors through mixing presentations and group activities.
Adopt: adoption and diffusion outcome prediction tool. Geoff KuehneJoanna Hicks
The ADOPT tool aims to predict adoption rates and levels of specific agricultural practices using a conceptual framework. The framework considers how population characteristics and the innovation's learnability influence the learning of an innovation's relative advantage. This relative advantage then determines the peak adoption level and time to reach that level. The tool is intended to help inform research, development, and extension strategies and make adoption considerations more accessible.
This presentation was accompanying a keynote at COFES 2011 -- the Conference for the Future of Engineering -- Scottsdale, April 2011. A more compact version of the same presentation was given to a group of Israeli engineers & entrepreneurs in Tel Aviv, during COFES Israel, December 2010. I am well aware that the presentation material, without the accompanying speech, may be a bit cryptic at times. Also, comments and questions are welcome at @cdn
Open Collaborative Systems (OCS) is a new approach to design the fuzzy frontend of innovation processes. It is based on the principals of openenss and collaboration.
Unilever is pursuing an open innovation strategy through its technology ventures arm, Unilever Technology Ventures (UTV). UTV aims to access emerging technologies through venture capital investments that have the potential to help innovation and growth at Unilever. UTV operates similarly to external venture capital funds, making independent investment decisions and aiming to generate strong financial returns. Over time, UTV intends to establish itself as an independent venture capital firm while maintaining its strategic partnership with Unilever.
A community of developers stimulating innovation in uk higher educationDevCSI
This document provides an overview of the DevCSI project, which aims to stimulate innovation in UK higher education by supporting a community of developers. It discusses the types of developers involved, including opportunistic, engineers, and connected developers. It outlines events held by DevCSI to bring developers together, such as hack days and challenges, and how these help developers build skills and solutions. It also discusses how supporting local developers can benefit institutions by empowering users and enabling local innovation. Finally, it shares some statistics on DevCSI's events and community outreach.
InSites Consulting is a research firm that specializes in "Connected Research", which uses online tools to facilitate social interactions between research participants. This allows researchers to gain insights from organic consumer discussions and interactions. Connected Research aims to establish a more equal and participatory relationship between researchers and participants compared to traditional online research methods. The document provides examples of various online qualitative research techniques used in Connected Research, such as online discussion boards, communities, and groups that enable asynchronous or synchronous discussions. It also describes tools like user-coded open ends and user-created brainstorms that engage participants in analyzing and categorizing insights.
ECEEE summer study 2011 presentation on using social media to promote energy efficiency research in New Zealand. Panel 8 - Dynamics of Consumption (which I co-led with Michael Ornetzeder)
This document is a survey that assesses 18 visions of innovation futures. Participants are asked to rate each vision on clarity, newness, impact, desirability, and likelihood. They are also given the opportunity to provide further comments on each vision. The visions cover topics such as open source innovation, virtual-only products, publicly negotiated innovation, user-driven innovation, experimentation-focused innovation systems, innovation fatigue, innovation camps, and directing innovation toward the global poor. The survey is intended to gather input from participants to inform further visioning, scenario building, and policy recommendations regarding innovation futures.
Kineo Moodle & Totara User Group Event (July 2012)Kineo
Presentation slides from Kineo's inaugural Moodle & Totara User Group Event that took place 12th July 2012, at BMA House.
To find out more about Kineo's Learning Management System (LMS) solutions, visit www.kineo.com
The document discusses using open innovation and open technology search tools to identify solutions from external sources that can help companies out-innovate their competition. It emphasizes searching globally for unexpected solutions and partnerships from sources outside typical networks, including small companies, universities, research labs, and individuals. The goal is to gain access to external assets, competencies, and ideas that can help large organizations innovate and address changing customer needs in new ways.
Open Entrepreneurship_Teigland, Di Gangi, YetisRobin Teigland
Our presentation at the Innovation and Market Creation in and around Virtual Worlds in May 2012 at Copenhagen Business School. More information here: http://nordicworlds.net/2012/04/13/innovation-and-market-creation-in-and-around-virtual-worlds-2/.
1. Living Labs involve co-creating innovations with users early in the development process in real-life environments.
2. They act as open innovation intermediaries that aim to provide structure and governance to user involvement.
3. Involving users is important because it allows observation of user-led practices to identify tacit knowledge and diffuse it, operating at mid-low innovation levels by experimenting locally to generate new meanings.
4. Real-life environments are important because innovation is a societal process where adoption plays a role, and meanings are negotiated socially through modified or new interpretations based on context-specific experimentation.
Principles from Collaborative Writing in the Cloud a book to be released in Winter 2012 from Vicki Davis @coolcatteacher published by Eye on Education.
The document contrasts individualism versus a more structured and organized approach to learning. It also contrasts thin learning scenarios, which have fewer resources, versus fat learning scenarios, which have more resources. Specifically, it notes that individualism leads to self-compliance, fragmentation, and maximized individual choice, while a structured approach leads to outcome-driven innovation, predefined rules and tools, and standard products. Thin scenarios rely on pre-defined tools and rules, while fat scenarios enable proactive, calculated risk-taking.
The document discusses how information technology can transform industries by providing competitive advantages when used strategically. It covers challenges of IT adoption and best practices for overcoming them, how IT can support decision making, and how to measure IT project success. Emerging IT trends are also addressed, along with current topics like disruptive business models and technology-enabled opportunities. The document emphasizes an experimentation philosophy and provides materials like case studies and faculty articles.
El documento desea un feliz año nuevo a los amigos, con ilusión, flexibilidad y buen humor a pesar de las dificultades. Recomienda escuchar a los amigos, buscar el camino de la felicidad y relajarse, deseando a todos una vida muy feliz.
Getting pets Christmas gifts is a fun way to celebrate the holidays with your furry friends. Consider toys, treats, or seasonal accessories that your dog or cat will enjoy playing with and receiving just like the rest of the family on Christmas day. Most importantly, spend quality time with your pets and give them extra love and attention during the festive season.
This document describes various membership packages and compensation plans for an multi-level marketing company. It outlines different service packages that range from $14.95 to $129.95 monthly fees. It also details fast start bonuses, matching bonuses, and residual income opportunities for recruiting other members. The highest levels like CEO can earn bonuses on other members' bonuses and qualify for monthly car bonuses from $300 to $750.
This document provides a selective guide to locating online legal forms through the internet and LexisNexis and Westlaw. It lists over 20 websites that contain various legal forms, including forms for businesses, courts, and government agencies. It also provides instructions for accessing legal forms through the LexisNexis and Westlaw databases by signing in and searching within their forms directories. The guide aims to help users find accurate legal forms but cautions that they should verify the forms comply with relevant statutes, regulations, and rules.
Este documento discute los beneficios del deporte para la salud y el desarrollo de los niños. El deporte ayuda al desarrollo físico y mental de los niños, mejorando habilidades motrices y cognitivas. También contribuye a la formación de la personalidad de los niños al enseñarles valores como el respeto, la aceptación de la derrota y la victoria, y la capacidad de esperar su turno. Además, el apoyo de los padres es fundamental para el éxito deportivo de los niños.
Open declaration one year on: success or failure?osimod
The document summarizes the process and results of creating an "open declaration" to complement the official "closed" ministerial declaration regarding bridging the gap between government and web 2.0. A core group drafted an initial version which was then opened for comments and endorsements. Over 800 participated in the brainstorming and 2000+ endorsed the final open declaration, which was officially presented at the Ministerial Conference with a total cost of only 55 euros to develop. Key lessons included taking action first before seeking permission and that an adaptive "design thinking" approach is needed for leadership.
The document discusses how computers represent and process data. It explains that computers use the binary number system to represent data as strings of 0s and 1s at the bit level, and that bytes made of 8 bits are used to represent individual characters. It also describes how the CPU processes instructions in cycles, with components like the control unit, ALU, and registers. Memory is used to store open programs and data, and can be volatile RAM that requires power or nonvolatile flash memory. Processing speed depends on factors like the CPU clock speed, memory size and speed, number of registers, bus speeds, and cache memory.
NovigoLabs introduces a collaborative platform to bring together brilliant minds through discovery and innovation to meet the needs of a growing population. The platform connects ideas to teams, teams to resources, resources to prototypes, and products to market. NovigoLabs aims to lower costs and decrease time-to-market through open collaboration.
Co-creatie presentatie TNO Nyenrode future of businessMartijn Staal
This document discusses co-creation and provides examples of how companies have implemented co-creation strategies. It defines co-creation as developing and improving products and services together with users, customers, consumers, companies, and experts through dialogue. The document notes that consumers are increasingly empowered through technologies like social media and user-generated content. It argues that companies should view the crowd not as a threat but as an opportunity by giving direction to their ideas and starting a dialogue. The document then provides recommendations for developing a co-creation strategy, including determining objectives, choosing the right innovation process phases, identifying needed expertise, selecting target groups, and choosing appropriate platforms. It concludes by presenting examples of companies that have successfully implemented co-creation, such
A community of developers stimulating innovation in uk higher educationDevCSI
This document provides an overview of the DevCSI project, which aims to stimulate innovation in UK higher education by supporting a community of developers. It discusses the types of developers involved, including opportunistic, engineers, and connected developers. It outlines events held by DevCSI to bring developers together, such as hack days and challenges, and how these help developers build skills and solutions. It also discusses how supporting local developers can benefit institutions by empowering users and enabling local innovation. Finally, it shares some statistics on DevCSI's events and community outreach.
InSites Consulting is a research firm that specializes in "Connected Research", which uses online tools to facilitate social interactions between research participants. This allows researchers to gain insights from organic consumer discussions and interactions. Connected Research aims to establish a more equal and participatory relationship between researchers and participants compared to traditional online research methods. The document provides examples of various online qualitative research techniques used in Connected Research, such as online discussion boards, communities, and groups that enable asynchronous or synchronous discussions. It also describes tools like user-coded open ends and user-created brainstorms that engage participants in analyzing and categorizing insights.
ECEEE summer study 2011 presentation on using social media to promote energy efficiency research in New Zealand. Panel 8 - Dynamics of Consumption (which I co-led with Michael Ornetzeder)
This document is a survey that assesses 18 visions of innovation futures. Participants are asked to rate each vision on clarity, newness, impact, desirability, and likelihood. They are also given the opportunity to provide further comments on each vision. The visions cover topics such as open source innovation, virtual-only products, publicly negotiated innovation, user-driven innovation, experimentation-focused innovation systems, innovation fatigue, innovation camps, and directing innovation toward the global poor. The survey is intended to gather input from participants to inform further visioning, scenario building, and policy recommendations regarding innovation futures.
Kineo Moodle & Totara User Group Event (July 2012)Kineo
Presentation slides from Kineo's inaugural Moodle & Totara User Group Event that took place 12th July 2012, at BMA House.
To find out more about Kineo's Learning Management System (LMS) solutions, visit www.kineo.com
The document discusses using open innovation and open technology search tools to identify solutions from external sources that can help companies out-innovate their competition. It emphasizes searching globally for unexpected solutions and partnerships from sources outside typical networks, including small companies, universities, research labs, and individuals. The goal is to gain access to external assets, competencies, and ideas that can help large organizations innovate and address changing customer needs in new ways.
Open Entrepreneurship_Teigland, Di Gangi, YetisRobin Teigland
Our presentation at the Innovation and Market Creation in and around Virtual Worlds in May 2012 at Copenhagen Business School. More information here: http://nordicworlds.net/2012/04/13/innovation-and-market-creation-in-and-around-virtual-worlds-2/.
1. Living Labs involve co-creating innovations with users early in the development process in real-life environments.
2. They act as open innovation intermediaries that aim to provide structure and governance to user involvement.
3. Involving users is important because it allows observation of user-led practices to identify tacit knowledge and diffuse it, operating at mid-low innovation levels by experimenting locally to generate new meanings.
4. Real-life environments are important because innovation is a societal process where adoption plays a role, and meanings are negotiated socially through modified or new interpretations based on context-specific experimentation.
Principles from Collaborative Writing in the Cloud a book to be released in Winter 2012 from Vicki Davis @coolcatteacher published by Eye on Education.
The document contrasts individualism versus a more structured and organized approach to learning. It also contrasts thin learning scenarios, which have fewer resources, versus fat learning scenarios, which have more resources. Specifically, it notes that individualism leads to self-compliance, fragmentation, and maximized individual choice, while a structured approach leads to outcome-driven innovation, predefined rules and tools, and standard products. Thin scenarios rely on pre-defined tools and rules, while fat scenarios enable proactive, calculated risk-taking.
The document discusses how information technology can transform industries by providing competitive advantages when used strategically. It covers challenges of IT adoption and best practices for overcoming them, how IT can support decision making, and how to measure IT project success. Emerging IT trends are also addressed, along with current topics like disruptive business models and technology-enabled opportunities. The document emphasizes an experimentation philosophy and provides materials like case studies and faculty articles.
El documento desea un feliz año nuevo a los amigos, con ilusión, flexibilidad y buen humor a pesar de las dificultades. Recomienda escuchar a los amigos, buscar el camino de la felicidad y relajarse, deseando a todos una vida muy feliz.
Getting pets Christmas gifts is a fun way to celebrate the holidays with your furry friends. Consider toys, treats, or seasonal accessories that your dog or cat will enjoy playing with and receiving just like the rest of the family on Christmas day. Most importantly, spend quality time with your pets and give them extra love and attention during the festive season.
This document describes various membership packages and compensation plans for an multi-level marketing company. It outlines different service packages that range from $14.95 to $129.95 monthly fees. It also details fast start bonuses, matching bonuses, and residual income opportunities for recruiting other members. The highest levels like CEO can earn bonuses on other members' bonuses and qualify for monthly car bonuses from $300 to $750.
This document provides a selective guide to locating online legal forms through the internet and LexisNexis and Westlaw. It lists over 20 websites that contain various legal forms, including forms for businesses, courts, and government agencies. It also provides instructions for accessing legal forms through the LexisNexis and Westlaw databases by signing in and searching within their forms directories. The guide aims to help users find accurate legal forms but cautions that they should verify the forms comply with relevant statutes, regulations, and rules.
Este documento discute los beneficios del deporte para la salud y el desarrollo de los niños. El deporte ayuda al desarrollo físico y mental de los niños, mejorando habilidades motrices y cognitivas. También contribuye a la formación de la personalidad de los niños al enseñarles valores como el respeto, la aceptación de la derrota y la victoria, y la capacidad de esperar su turno. Además, el apoyo de los padres es fundamental para el éxito deportivo de los niños.
Open declaration one year on: success or failure?osimod
The document summarizes the process and results of creating an "open declaration" to complement the official "closed" ministerial declaration regarding bridging the gap between government and web 2.0. A core group drafted an initial version which was then opened for comments and endorsements. Over 800 participated in the brainstorming and 2000+ endorsed the final open declaration, which was officially presented at the Ministerial Conference with a total cost of only 55 euros to develop. Key lessons included taking action first before seeking permission and that an adaptive "design thinking" approach is needed for leadership.
The document discusses how computers represent and process data. It explains that computers use the binary number system to represent data as strings of 0s and 1s at the bit level, and that bytes made of 8 bits are used to represent individual characters. It also describes how the CPU processes instructions in cycles, with components like the control unit, ALU, and registers. Memory is used to store open programs and data, and can be volatile RAM that requires power or nonvolatile flash memory. Processing speed depends on factors like the CPU clock speed, memory size and speed, number of registers, bus speeds, and cache memory.
NovigoLabs introduces a collaborative platform to bring together brilliant minds through discovery and innovation to meet the needs of a growing population. The platform connects ideas to teams, teams to resources, resources to prototypes, and products to market. NovigoLabs aims to lower costs and decrease time-to-market through open collaboration.
Co-creatie presentatie TNO Nyenrode future of businessMartijn Staal
This document discusses co-creation and provides examples of how companies have implemented co-creation strategies. It defines co-creation as developing and improving products and services together with users, customers, consumers, companies, and experts through dialogue. The document notes that consumers are increasingly empowered through technologies like social media and user-generated content. It argues that companies should view the crowd not as a threat but as an opportunity by giving direction to their ideas and starting a dialogue. The document then provides recommendations for developing a co-creation strategy, including determining objectives, choosing the right innovation process phases, identifying needed expertise, selecting target groups, and choosing appropriate platforms. It concludes by presenting examples of companies that have successfully implemented co-creation, such
Open Innovation - Best Practices for Raw Material CompaniesTimo Ropponen
Mining and raw materials companies have longer and costly innovation cycles.The objective of the project was to build on top of the established Open Innovation (OI) body of knowledge a set of best practices and tools specifically tailored to raw material companies. The project consisted of an open innovation assessment study and piloting a digital collaboration tool in an online OI workshop in a mining company.
NovigoLabs introduces a collaborative platform aimed to bring brilliant minds together to meet the needs of a growing population through discovery and innovation. NovigoLabs' online platform connects ideas to teams, teams to resources, resources to prototypes, and products to market.
Northwell Health: How Digital Technology Laid the Foundation for a Brand Over...Acquia
Northwell Health (formerly The North Shore-LIJ Health System) is the largest healthcare provider in New York State, and the 14th largest in the country. They serve 1.8 million people at 21 hospitals throughout the New York metropolitan area. The digital strategy in place at the time of the rebranding from North Shore-LIJ Health System to Northwell Health revolved around a network of websites that gave them little freedom or room for customization. This tied them to roadmaps that did not necessarily align with their business goals.
To remedy this issue, Northwell Health sought to standardize both their existing and future websites, providing them with the capability to build a modern, responsive site with the capacity to grow digitally as quickly as their business was growing.
In this webinar, hosted by Hospitals & Health Networks, you will learn how Northwell Health:
- Revamped their digital strategy to create a more cohesive brand presence, and enhance the online patient experience
- Enabled their development and design teams to spend less time being “repairmen” and more time focusing on creative projects and user experience design
- Increased appointment bookings by 400% via their new main website and call center, increased website traffic by 30%, and reduced year-over-year cost by 85%
The Innovation Partnership Program is a 4-day program delivered by X PRIZE Foundation and Singularity University aimed at helping large companies transition to more innovative, exponential organizations. The program exposes company executives to emerging technologies through presentations and teaches methods for leveraging crowdsourcing and incentive competitions to drive innovation. Participants work to develop concepts for prizes and tools their companies can use to solve problems more quickly and at lower cost. The goal is for companies to return with new approaches to drive breakthroughs.
The document discusses how an information development team at Platform Computing aims to innovate using social and collaborative media. The team wants to move from their current "Point A" of resource constraints and inconsistent processes, to "Point B" of taking better advantage of their skills through innovation. They define innovation as new ideas that create value, and see benefits like improved customer satisfaction. The team plans to use tools like Wikis, Google Docs, and Skype to collaborate on tasks like process analysis and visioning to naturally encourage innovation. Their goal is to discover gaps and opportunities to meet corporate objectives and innovate through implementing improvements identified in their collaboration.
The document discusses open innovation and various tools that can be used for open innovation. It explains that open innovation is becoming more prominent as collaboration between industry and academia increases. Rapid technology growth has enabled new opportunities for open collaboration. Some key tools discussed include crowdsourcing to obtain services from a large group of people, crowdfunding to fund projects via online contributions, using toolkits and ideation to engage others, opening data and research to the public, and using creative commons to control how intellectual property can be shared. Overall the document provides an overview of open innovation and different digital tools that enable open collaboration on research and projects.
Building software: the lessons from open sourceArnaud Porterie
This document summarizes Arnaud Porterie's presentation on lessons from open source for building software. Some key points include:
- Open source projects follow patterns of "wise crowds" like having a strong mission, free entry for contributors, transparency, and fair authority to scale effectively.
- These patterns can help improve closed source software development by fostering greater collective intelligence within companies.
- Applying concepts like inner source allows companies to benefit from open source practices internally by opening codebases and encouraging cross-team contributions under shared maintainers.
- A practical checklist is proposed for implementing inner source based on principles like giving all employees access to code, having documented missions and contribution processes, and enforcing consistent processes.
Crowdsourcing involves using an open call to a crowd of people either internal or external to an organization to provide ideas, solutions or support. It can be a viable research methodology when looking for expertise from diverse sources with limited funds or time. Examples show how companies like Dell, Quirky, Threadless, and Fiat have successfully used crowdsourcing for product development, idea generation, and research. Best practices include choosing the right crowd and incentive, monitoring content, keeping questions clear and simple, and providing follow up on crowd contributions.
1) Innovation intermediaries facilitate open innovation by connecting companies with external sources of innovation through organized networks and two-sided markets.
2) There are one-sided intermediaries like incubators and technology transfer offices, and two-sided intermediaries that coordinate between companies seeking innovation and external solvers.
3) Two-sided intermediaries follow a generic process - they identify innovation needs, broadcast them to qualified solvers, evaluate solutions, and help transfer technologies. Their business model involves fees from clients and solvers.
What can we obtain if we merge the ideas of "Open Innovation", "Collaborative Innovation Network" and, why not, "crowdsourcing"? The results are virtual environments, opened to everybody, aimed to create innovation throught e-collaboration tools and methods. The presentation analyze two case studies and lead to the definition of Collaborative Knowledge environment
Open innovation uses both internal and external resources and collaborative business systems to solve problems. Traditionally, innovation came from internal R&D, but open innovation spreads costs and risks. It allows companies to find people to solve problems they don't know about. Major companies like Nokia, P&G, and IBM now use open innovation approaches, crowdsourcing ideas and partnering with startups and universities. While it risks losing competitive advantages and secrets, open innovation can lead to new growth by accessing ideas outside a company's walls.
My presentation at https://openaire.eu/research-policy-monitoring-in-the-era-of-open-science-and-big-data-the-what-indicators-and-the-how-infrastructures
Methodological note of the Open Science Monitor second version for publicationosimod
This document provides an updated methodology for the Open Science Monitor. It outlines the objectives to provide metrics on open science trends, assess drivers and barriers of open science adoption, and identify impacts. Key trends that will be monitored include open access to publications, open research data, and open collaboration. The methodology describes conceptual models for analyzing trends along the dimensions of supply, uptake, and reuse, and for examining the drivers, barriers, and impacts. Feedback is sought to improve the indicators, data sources, and analysis of open science.
This document summarizes a workshop agenda for validating indicators for an Open Science Monitor. The workshop objectives are to validate the methodology for determining indicators on open access, open research data, and open collaboration. The methodology will be refined based on feedback to provide an evidence-based view of open science trends. While the community provides feedback, the consortium leading the project is ultimately responsible for the indicators. Unpaywall is proposed as an additional data source to help identify open access publications beyond what is currently found in Scopus and Web of Science.
This document summarizes an EU-funded project involving multiple partners to provide consultancy services supporting EU policy activities. The project involves Open Evidence, University of the Arts London, TheGovLab, Uscreates, Futuregov, Equals, and Bloc de Ideas. It lists the expertise of each partner organization and team member in areas like policy evaluation, online engagement, communication design, and more. The management structure involves a scientific steering committee led by representatives from each partner organization.
This document summarizes an expert consortium providing consultancy services to support EU policy activities. The consortium consists of Open Evidence, University of Arts London, TheGovLab, Futuregov, Uscreates, Equals, and Bloc de Ideas. It lists the institutions, country leads, and areas of expertise for policy evaluation, web tools, crowdsourcing, design, research, and more. The management structure includes a scientific steering committee and roles like coordinator and project manager to oversee the core team's work.
Evidence-based and open policy-making approaches have failed to meet expectations due to unrealistic assumptions about their ability to substitute for political decision-making and an overemphasis on data-driven solutions. Both approaches work best when they are integrated and support rather than replace the policy process and roles of policymakers. A more realistic perspective is needed that accounts for the complexity of decision-making and considers the full policy cycle, not just decisions. Evaluation frameworks should also assess how open and evidence-based initiatives impact different stakeholders and whether they truly benefit the public interest.
The document discusses the development of the online platform for the Global Internet Policy Observatory (GIPO) project, which is supported by the European Commission. It outlines the goals of engaging the community to help identify solutions and address synergies between initiatives to help design the GIPO platform. A workshop is described that will include presentations on the GIPO project status and synergies with other mapping initiatives, as well as working sessions to discuss challenges and solutions for developing the technological aspects of the GIPO platform.
This document summarizes a talk on policy 2.0 and lessons learned from experiences with these tools and processes. It describes the emergence of policy 2.0 since 2005 based on earlier movements in web 2.0, government 2.0, and e-rulemaking. Key tools of policy 2.0 include open data, social networks, and crowdsourcing. While promising, there are still open questions around whether policy 2.0 truly leads to more participation beyond "usual suspects" or new policy ideas. Ongoing work aims to develop frameworks to better evaluate these initiatives.
El documento habla sobre los conceptos de gobierno abierto, datos abiertos y ciencia abierta como objetivos y herramientas. Explica que la apertura debe aplicarse a todo el proceso de políticas públicas y ciencia, no solo a los resultados finales. También señala que la apertura requiere equilibrar la participación ciudadana con la toma de decisiones del gobierno y gestionar adecuadamente las expectativas sobre sus beneficios.
Presentation of science 2.0 at European Astronomical Societyosimod
The document discusses Science 2.0 and the emerging open science ecosystem. It provides three examples of open science projects: Galaxy Zoo, which had volunteers classify galaxies; Synaptic Leap, which published all data and experiments online to identify a new drug; and a paper on debt and growth that was found to have errors after its data and methods were shared. It then outlines various aspects of open science like open data, citizen science, and mass collaboration.
This document discusses Science 2.0 and the shift towards more open and collaborative ways of conducting science. It provides three examples of Science 2.0 projects: Galaxyzoo, which had over 150,000 volunteers classify galaxies; Synaptic Leap, which published all data and experiments online to collaborate on finding new drug treatments; and a study on government debt that was found to have coding errors after others accessed the original data. The document argues that Science 2.0 involves more than just open access, and includes data-intensive science, citizen science, open code, and open lab books/workflows. It discusses how different Science 2.0 practices are growing at different rates and the implications this shift has for scientific outputs, methods,
UNDP - Open Evidence infographic: How to build an open gov projectosimod
This document outlines 5 steps for developing an open government project:
1) Define the problem statement by making it specific, important, concrete, and evidence-based.
2) Analyze how citizens can help by engaging specific citizens with relevant skills, knowledge, or experience.
3) Engage citizens by telling them the project details, acting on their input, and letting citizens provide feedback.
4) Do something with the input by making any technology intuitive and reusing existing solutions.
5) Evaluate the project by assessing participation levels and quality of ideas and determining if ideas were used in policies.
This document presents an international research roadmap for ICT tools for governance and policy modelling. It discusses the need for such a roadmap due to challenges facing policymakers. These include detecting emerging issues, generating citizen involvement, identifying innovative solutions, reducing uncertainty about policy impacts, and understanding policy effectiveness.
The document reviews traditional policymaking tools and outlines a vision of "Policymaking 2.0" in 2030 enabled by new ICT tools. These could facilitate agenda-setting using big data, collaborative policy design with citizens, simulation-supported implementation, and data-driven evaluation.
The roadmap then examines the current status of relevant ICT research challenges, including policy modelling, big data analysis, opinion mining, visual
This document discusses policy 2.0, which aims to make policymaking more open, evidence-based, and collaborative. It argues that policy 2.0 utilizes open data and crowdsourcing to better understand problems, generate policy ideas, and evaluate policies. The document outlines challenges in governance that policy 2.0 seeks to address and provides examples of tools and design principles to facilitate more emergent, peer-to-peer policymaking. It also acknowledges potential issues like spam, conflicts, and ensuring ideas are implemented.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
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1. Innovation ouverte et sociale: utiliser l’intelligence collective
Theory
1. The theory
2. The tools X
3. The strategy
Impleme
Learning
ntation
David.osimo@gmail.com @osimod #is11osimo
http://www.diigo.com/user/osimod/hec?type=all
3. The context
• Complex, rapidly changing world
• Impossible to keep up with innovation
• "There are always more smart people outside
your company than within it.” Bill Joy
4.
5.
6. DELL
• Launched in February 2007 Dell IdeaStorm is a pioneer project
in the use of idea platforms in open/customer inspired
innovation with more than 10.000 ideas posted.
8. What is new?
• From one-to-many to many-to-many
• From one-off exercise to continuous
engagement
• From institution-led to individual-led
• From expensive to cheap
• From planned to emergent
9. What is new
Traditional innovation Open innovation
Mission Enable pre-defined groups/teams working Enable individuals to act in loose, ad-hoc
closely together and/or relatively formal collaborations with a potentially very large
collaborative relationships. number of others.
Relationship to Tools reflect the organizational hierarch Little link to organizational hierarchy
organisational hierarchy and roles within them.
Control of structure Centrally imposed and generally rigid Emergent (=emerges and evolves)
controls
Content originated by Specialists with authorisation All users - also emergent
Control over users Users/participants are fixed and their roles Roles by choice and can evolve over time
pre-defined. (emergent)
Control mechanisms Formal, rules Norms, examples
Change of content Slow Rapid
timescales
Delivery model Typically on premise commercially Range of delivery models including on premise,
licensed software cloud, commercial, open source, stand-alone,
suites or add-ins to E1.0 systems
Range of participants Colleagues with similar or complementary Anyone in the organization and potentially
job roles outside (e.g. customers)
Links between Peer or hierarchical Links can be strong to non-existent (or
participants 'potential') within the group
Typical tools Knowledge management, knowledge Blogs, wikis, social networking, prediction
repositories, decision automation markets
Communication patterns One-to-one Many-to-many
9
10. WHY: the benefits
• Increase ideation rate
• Reaching out to new innovators
• Leveraging internal innovators
• Wider variety of disciplines – thinking outside
of the box
• Buzz , creativity and excitement
• Shorter time-to-market
12. The dark side
• Lack of participation
• Spam and improper content
• Additional workload
• Information overload
13. The dark side
No expectations, Design well, leverage
• Lack of participation effect(vanity, self-interest)
• Spam and improper content Monitor daily, critical mass, self-
regulated
• Additional workload Link into workstream
• Information overload User-driven filtering
14. Different targets
How to collaborate?
Internal Proximity
Other Sharepoint
dept.
Lead Users Collaborative tools
General
Communication (social
public media)
And email….
15. What unique insight users have
• IT skills: coders and hackers are, generally speaking, better and
faster thanorganisations at creating applications.
• specific thematic knowledge: Wikipedia teaches us that everyone
has something (s)he’s expert on. Peertopatent exploits the
technological knowledge on things such as parallel simulation
• experience as users of public services: it is costly and difficult for
government to understand the perspective of users. Open feedback
channels such as PatientOpinion highlight problems that
government would not think about , such as toilets being too low
• pervasive geographic coverage: citizens obviously have a more
pervasive coverage of the territory thanorganisation
• trust: customers trust friends and experts more thanorganisation.
Mums trust other mums better thanorganisation
• many eyes and many hands: customers are more
17. 4 progressive steps
Avoid technical hiccups: number
of complaints; degree of
innovation (from mature to
world first implementation)
Ensure takeup: number of users,
number of contributions,
number of contributors
No spam: number of spam
comments
Ensure high quality content: %
of contributions judged as
useful; % of new contributors
(previously not engaged)
Source: egov20.wordpress.com
20. Principles
• Design thinking
• Power of pull
• Many to many
• Serendipity
• Positive sum games
• Act as a platform
• Power of networks
21. The design thinking process
• Create a core group
• Large scale brainstorm
• Collaboratively draft a first version
• Open up for comments
• Create final beta
• Go public
23. Use cases
Use case Examples
Project collaboration A&O community sites, BlueKiwi at USEO,
MindTouch at Planet 9
Awareness Microblogging at Westaflex, Onenote at Pfizer
Induction and training of aRway use of E20, blogging at A&O as corporate
employees memory in view of employee high turnover
Communities A&O, Westaflex community building
Employee engagement KPN internal HR blog, Westapedia
Expertise location KPN blog, LR wiki for expertise location
Innovation mgmt Westaflex, Rite-Solutions prediction market. USEO
open community around products. aRway develops
innovation with partners
Recruitment Blog about working life at A&O
Most implementations are internal to the company only.
Secondly, with key partners/consultant
Thirdly, with customers and general public
23
24. Benefits
Type Example
Agile organisation Better awareness of dispersed teams (aRway,
Westaflex, A&O), deal with employee turnover
(A&O, Westaflex), access to expertise (Pfizer, A&O),
facilitating unplanned innovation (USEO, Pfizer)
Innovation culture Multiplying innovation rate (A&O, Intuit), fostering
cross-discipline collaboration (Pfizer), employee and
customer involvement in innovation (A%O)
Cross-org collaboration Better collaboration between colleagues and with
partners, better access to subject experts
Employee satisfaction More open dialogue with employees (KPN)
Customer satisfaction Better coordination with customer needs (Westaflex,
aRway)
Revenue generation New customers and products (USEO)
Cost savings Reduction in email and in travel (Westaflex, Pfizer)
24
34. Approach
• nota mandatory and highly structured plan for action.
Successful engagement requires continuous tweaking
and adaptation.
• a flexible framework for action, which should:
- set out the overall goals
- ensure coherence between the different initiatives
- spell out the key principles, values and criteria for
decision
- offer a ressource toolbox of different solutions that
can be applied in different contexts
35. Example: Stakeholders engagement strategy
Goals
• Dissemination beyond the usual suspects
• get new ideas and out of the box thinking.
• encourage concrete innovation, not only ideas
• enable better knowledge management
36. How: principles
• To maintain an open, “many-to-many” approach where stakeholders input is visible and
commentable by all.
• - To focus not be on one-off events, but on daily policy-making activities and choose the most
appropriate tools for evaluating, designing and implementing policies.
• - To clarify the rules of the game: the impact of engagement should be clear from the outset.
Provide clear guidelines about what is acceptable and not, what is under discussion and not.
• - To invest time in online engagement. It not a way for having stakeholders do the work of the
EC.
• - To make the content as clear, accessible and usable by stakeholders in order to remove barriers
to participation. One cannot expect stakeholders to participate; appropriate incentives have to be
identified; and their contribution should be made visible
• - Close the circle of engagement by reporting BOTH INTERNALLY AND EXTERNALLY about the
output.
• - To engage stakeholders where they already engage, such as social networks and online
communities, and federated content to the DAA website.
• - To embrace online engagement in the long run: participation does not happen immediately
but requires time to build trust.
• - To adopt online engagement as the default option in their work, and allow a closed approach
by exception which has to be justified.
37. How: tools
• Ad hoc external platforms
• accepting several forms of identification, not
forcing users to register
• embeddable in the Europa website
• Multilingual
• be populated by relevant audiences, where
discussion is already happening
• preferably European or with servers based in
Europe,
• allowing for data portability