Mindjet Customer Success Book_External

Customer Success Book
How The World’s Most Innovative Companies Are Using SpigitEngage

SPIGITENGAGE CUSTOMER SUCCESS BOOK 2
SpigitEngage by
Use Case
Table of Contents
When most people think of
innovation, they think of disruptive
product innovations such as
the iPhone, Tesla Model S,
or Google Glass.
Yet, both disruptive and incremental
innovation is taking place across
all functional lines of business at
some of the most iconic companies
in the world. These companies are
driven to innovate to enhance:
• Process Innovation
• Product Innovation
• Customer Experience
• Employee Engagement
SpigitEngage by
Industry
• Life Sciences
• Financial Services
• Technology
• Energy Services
• Manufacturing
• Education & Government
Sixty-one percent of CEOs
worldwide say that innovation is a
priority for their business, according
to a PwC study. The need to
innovate spans every industry,
from life sciences to education,
Manufacturing to Media. Industries
using SpigitEngage include:
SpigitEngage by
Line of Business
Innovation is taking place
across all functional lines of
business including:
• Product Development
• Human Resources
• Marketing & Business
• Information Technology
SpigitEngage by
Customer
Mindjet is used by 85% of the
Fortune 500 and 49 of the 50
most innovative companies. From
process innovation to employee
engagement, from human
resources to IT, from life sciences
to government, SpigitEngage
is used by the most innovative
companies in the world.
An A-Z listing of
SpigitEngage clients.
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03 Use Case & Line of Business 04 Industry & Customer Table of Contents
3MINDJET CUSTOMER SUCCESS BOOK USE CASE
Employee Engagement
07 Novant Health
11 Allstate
17 Polaris
18 DPR Construction
21 British Government Agency
07 Novant Health
15 Scottish Water
18 DPR Construction
06 UnitedHealth Group
13 Cisco
15 Scottish Water
22 UK Cabinet Office
13 Cisco
10 Veridian Credit Union 08 Cambia Health Solutions
08 Cambia Health Solutions
20 Poway Unified School District
11 Allstate
17 Polaris
22 UK Cabinet Office
SpigitEngage by
Use Case
SpigitEngage by
Line of Business
Innovation for cost reduction
and operational efficiency.
Innovation for new product
and service development.
Innovation for improving
customer experience.
Inovation for engaging employees
and driving cultural change.
LINE OF BUSINESS
Process Innovation Customer Service Product Development
Marketing & Business
Human Resources
Information TechnologyProduct Innovation

03 Use Case & Line of Business 04 Industry & Customer Table of Contents
4
SpigitEngage by
Industry
SpigitEngage by
Customer
07 Novant Health
13 Cisco 17 Polaris
18 DPR Construction
15 Scottish Water 20 Poway Unified School District
22 United Kingdom Cabinet Office
PAGE
05
CUSTOMERMINDJET CUSTOMER SUCCESS BOOK INDUSTRY
Life Sciences Technology Manufacturing
PAGE
12
PAGE
16
Financial Services Energy Services Education & Government
10 Veridian Credit Union
11 Allstate
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PAGE
14
PAGE
19
11 Allstate
13 Cisco
18 DPR Constuction
07 Novant Health
17 Polaris
15 Scottish Water
22 United Kingdom Cabinet Office
10 Veridian Credit Union

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY LIFE SCIENCES 5
06 UnitedHealth Group 07 Novant Health 08 Cambia Health Solutions
Leading health care providers including
UnitedHealth Group, Cambia Health
Solutions, Adventist Healthcare, The
Hospital for Sick Children, Covidien, Life
Technologies, DaVita, Blue Cross Blue
Shield of North Carolina, and Novant
Health have selected SpigitEngage to
power their innovation programs. They
are reducing costs and improving patient
outcomes by engaging the crowd to
surface and execute on the best ideas
available.
The pharmaceutical industry, including
companies Pfizer, Merck, Sanofi Aventis,
Novartis, Novo Nordisk, and Teva, also
rely on the power of SpigitEngage.
Life Sciences

UnitedHealth Group is the
largest health and well-
being company in the United
States, serving over 85 million
people worldwide. The top-
20 Fortune 500 company is
dedicated to helping people
live healthier lives and making
the healthcare system work
better for everyone.
CHALLENGE
UnitedHealth Group recognized
that the health care industry
was facing many challenges
and needed to be modernized.
The company believed part of
the solution was to leverage
technology to crowdsource ideas.
This could help spur the creation
of new products and build an
innovative culture that would
reduce costs and significantly
improve employee and customer
engagement.
“Innovation is crucial to the future
of health care, which is why
we’ve made it a cultural initiative
to develop new health programs
that drive change in the market,”
said Greg Hicks, Director of
Information Technology, Open and
Collaborative Innovation.
SOLUTION
A new system was necessary
to facilitate the innovation
environment. It would allow
employees to engage with senior
leaders to share their ideas and
secure funding to bring them
to fruition. UnitedHealth Group
launched an open innovation
program to give employees easier
access to leadership. It utilized
Mindjet SpigitEngage (branded
as “ignite! Innovation”) as the
technology interface. This enabled
employees to submit ideas in
response to challenges and create
a transparent connection with
UnitedHealth Group leaders.
RESULTS
UnitedHealth Group made
sure that innovation is more
than just part of its mission
statement, and the results have
been dramatic. Employees
now have an alternative way to
engage leadership and submit,
share and give input on ideas.
Annual surveys have shown
significant increases in employee
engagement scores and the
perception of UnitedHealth Group
as an innovative organization.
More than 40,000 users have
participated in the program to
generate 8,600 ideas as of
2013. Given the early successes,
UnitedHealth Group continued
running CEO challenges in 2013,
during which 8,500 employees
cast a staggering 386,000
votes. Products that have been
born from the program show the
potential to eliminate $30 million
in annual operating costs and
dramatically improve patient care,
health, and customer experience.
“I have never seen anything
like this where a company will
invest in the diversity of its
workforce to take on their ideas
and actually implement them to
better the health care system,”
said Domonique Scott, a 2013
Hemsley Challenge finalist.

Novant Health is a not-for-
profit integrated healthcare
system with a single vision:
to deliver The Remarkable
Patient Experience. The
health care provider’s 25,000
employees and physician
partners care for patients
and communities in North
Carolina, Virginia, South
Carolina and Georgia.
CHALLENGE
Novant Health has taken a
progressive, forward-looking
approach to the challenges facing
the health care industry. Its vision
rests with the belief that innovation
in patient care should be driven
clinically by care providers, and
the organization implemented
an innovation program to
facilitate this. But health care is
a complex industry. Caregivers
often have few opportunities to
collaborate in real time because
they spend most of their time
seeing patients. Communication
is further stifled due to divisions
between specialties and facilities.
Novant recognized this as an
opportunity, and wanted to create
an innovation infrastructure that
would allow doctors, nurses, and
clinicians to innovate seamlessly.
SOLUTION
Gymer and his team identified
three important design features
that they wanted to address to
drive innovation in patient care:
Boundary Spanning – Novant
wanted to give caregivers the
ability to collaborate across all
boundaries.
Story Telling – The health
care industry is connected by
storytelling across strong informal
networks. So it needed a system
that uses narratives to propagate
innovation.
Development Cycle –
Development time needed to be
reduced significantly—from over a
year to 90 days or less.
Gymer called on the Mindjet
Services Team, who were familiar
with the industries and the best
practices that could help move
them forward. “The Services team
has great expertise in this area
and is big enough to bring the
appropriate use cases forward and
provide the hands-on support that
enabled us to turn our strategic
vision into operational reality,” said
Gymer.
RESULTS
Even at the early stages, Gymer
and his team received great
ideas that the organization could
immediately act on. Novant was
able to make a huge reduction in
product development cycle time—
from over a year down to just eight
weeks. “Our CEO appreciates that
in order to navigate the industry
changes, we need to proactively
hear from everyone in the
company and our industry partners
in order to continue to deliver The
Remarkable Patient Experience in
the communities we serve,”
he said.

Cambia Health Solutions
is a nonprofit total health
solutions company based in
Portland, Oregon, serving
consumers and communities
for nearly 100 years. Cambia
companies provide a wide
range of products and
services, including healthcare
information technology and
software development,
retail healthcare, and health
insurance plans.
CHALLENGE
The way that people have
viewed health care has
changed. Over time, the health
care system has grown more
bureaucratic, complex, and
expensive. Communities have
grown, but that created distance
from one another.
With great uncertainty and
disruptive changes taking place in
the American health care system,
the senior leadership at Cambia
was committed to “embedding
innovation into the company’s
bloodstream.” More than just
building a culture of innovation,
the leadership team wanted to
be a catalyst for transformation in
the healthcare industry.
SOLUTION
According to Mohan Nair, Chief
Innovation Officer for Cambia
Health Solutions, “we had
to become a lightning rod of
innovation, attracting and engaging
employees to join us in ideation
and design.” Because of this, the
Innovation Force (IF), the internal
team Nair leads, was born.
After concluding that their
homegrown solution utilizing
SharePoint would be unable
to meet their needs, Nair and
his team turned to Mindjet
SpigitEngage in 2012.
SpigitEngage was most aligned
with the company’s philosophy.
“We wanted to ensure employees
that they worked somewhere
that was cause-based, that
Cambia was focused, not only
on innovating, but establishing a
culture of innovation with a clear
direction for where that innovation
would lead us,” said Nair.
RESULTS
Cambia has seen significant
returns on investment from
its innovation efforts. A recent
challenge yielded USD $4 million
in cost savings associated with
process changes.
Another igniter idea was turned
into a new sales engagement
tool, called Reform for Me, that
has supported over USD $60
million in sales and renewals and
is now being made available by
IF to other health care/insurance
providers to help them work with
employers on understanding
reform impacts. Additionally,
through the efforts of the IF
team, Cambia’s employees
are believing in the company’s
mission and core values. In
Cambia’s annual employee
satisfaction survey, 82% of
employees agreed Cambia that
encourages innovation, a huge
improvement from 34% in 2013.

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY FINANCIAL SERVICES 9
10 Veridian Credit Union 11 Allstate
Leading financial services firms use
Mindjet SpigitEngage to identify and
develop new products, services, and
operational improvements. From large
global multinational firms such as Citi,
and Fidelity to leading regional firms
such as Boeing Employee Credit Union
(BECU), LPL Financial, and Veridian
Credit Union—the common denominator
is a need to create a repeatable and
sustainable program of innovation within
their organizations.
Leading insurance companies such as
Allstate, MetLife, Farmers Insurance, and
AAA Mid-Atlantic also use SpigitEngage
to engage their employees and identify
process improvements, improve customer
experience, and deliver new products and
services.
Financial Services

Originally the John Deere
Employees Credit Union,
Veridian has grown to
become the largest credit
union in Iowa and among
the top credit unions in the
nation. Today’s Veridian
Credit Union is a modern,
full-service financial
institution.
CHALLENGE
Facing a tough economy and an
even tougher financial industry,
Veridian Credit Union recognized
a need to differentiate from
its competitors, capture its
members’ attention, and drive
more revenue. So it unleashed a
company-wide initiative, deciding
that innovation would be its path
to success in an industry that
has been branded as stale, old
school, and uninventive. Veridian
set out to find the best way to
innovate within the company and
gather ideas from employees in
order to drive towards a more
innovative culture.
SOLUTION
Veridian launched its innovation
program on Mindjet SpigitEngage
in the summer of 2010.
“SpigitEngage stood out
because it was more than a
project management tool with
the term ‘innovation’ slapped on
it,” said Paul Farmer, Innovation
Officer at Veridian Credit Union.
“It develops ideas and allows
users to rate and grow them
according to their relevance
and worth to the company’s
objectives through conversations,
threads, and blogs.”
Right off the bat, the
company picked up the new
communication-focused culture
with over 70% of their 500
employees joining in and testing
the system. “After six months of
deployment, [we experienced]
upwards of 85% of the company
entering ideas, voting on their
favorites and graduating them
into action,” said Farmer. “With
the SpigitEngage system,
Veridian can now measure and
report on net dollars saved or
earned based on ideas produced
or implemente. “It is really the
driving force behind organizing
and driving our innovative ideas.”
RESULTS
“Veridian tracked and reported a
savings of $115,000 in the first
6 months by polling members
and quickly implementing the
best ideas,” said Farmer. Veridian
is also planning to launch its first
SpigitEngage challenge campaign
this spring, focusing on “Apex,”
which is an application that runs
alongside core systems and
automates manual tasks that
employees would traditionally
perform. With this campaign,
Veridian will further instill the
creative and idea-motivated
culture that it is building by
helping teams realize that they
need each other to push ideas
through.

The Allstate Corporation
is the largest publicly held
personal lines property and
casualty insurer in America.
CHALLENGE
Allstate was historically a very
traditional, risk averse company
with solid core products. This
didn’t lend itself to employee-
sourced ideation and innovation.
However, it realized that in
order to improve its position in
the market, it needed to drive
disruptive change and develop
more competitive products and
services. It just needed a way
to effectively tap and harness
the collective intelligence of its
employees. It wanted to engage
all of its employees—from
business partners and technology
groups to call center specialists
and claims adjusters—to help
solve the biggest problems facing
the company.
Although the company had begun
incorporating innovation into its
core values, the innovation team
found the practice of meeting
one-on-one with employees to
discuss ideas to be inefficient.
The team came across a
number of great ideas, but had
no established way to capture,
share, and grow them into
actionable projects. They needed
a system that was scalable and
allowed for easy administration.
SOLUTION
“We reviewed a number of idea
management platforms, but what
sold us on SpigitEngage was
the [platform’s] highly intuitive
functionality and flexibility,” said
Matt Manzella, Director, Strategy
& Innovation Services at Allstate.
“As a company that was looking
to find an effective innovation
solution that would enable us to
hit the ground running quickly,
SpigitEngage was the obvious
choice for us.”
The team developed an
ideation event that utilizes the
SpigitEngage platform, known
internally as a “Blitz”, which
typically lasts 10 days. Over the
past two years, the innovation
team has staged 1-3 Blitzes
per month, engaging over 20
distinct Allstate business partners.
The Blitzes generally focus on
crowdsourcing ideas to address a
specific problem.
RESULTS
The Blitz process has been
instrumental in driving a cultural
shift and improving employee
engagement in innovation
processes across Allstate. “The
success that we experienced
early on with the SpigitEngage
platform gave us the reassurance
we needed to expand our
efforts, and ensured that we
had ongoing executive support
for the Innovation Engine,”
says Manzella. Two years after
launching SpigitEngage, Allstate
has received over 2,500 ideas
and has successfully implemented
many of them, ranging from
employee recognition concepts,
mobile phone apps, and claims
process improvements to new
products and services.

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY TECHNOLOGY & COMMUNICATIONS 12
13 Cisco
The technology and communications sector
is all about constant change happening at
breakneck speeds. Adapting is not enough
to survive—successful organizations drive
transformative change on a daily basis.
The most respected technology and
communications companies like Cisco,
Intel, and AT&T have developed advanced
innovation programs that drive predictable,
repeatable innovation and disruptive market
changes. The most innovative technology
and communications companies—along
with 85% of the Fortune 500—use Mindjet
SpigitEngage to power their innovation
programs.
Technology & Communications

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY TECHNOLOGY & COMMUNICATIONS 13
13 Cisco
Cisco has shaped the future
of the Internet by creating
unprecedented value for
its customers, employees,
investors and ecosystem
partners and has become
the worldwide leader in
networking — transforming
how people connect,
communicate and collaborate.
CHALLENGE
Cisco was eager to raise
awareness of its role as an
innovation leader and highlight
its growing partnerships with
governments and global
communities in the United
Kingdom. Newly-elected UK
Prime Minister David Cameron
also wanted to help encourage
economic growth and accelerate
innovation activity in the small-to-
medium enterprise (SME) sector.
“...We wanted to have a
meaningful impact attaching Cisco
to the UK in a big way, making
the focus on innovation, skills, and
learning,” said Tom Kneen, Head
of Business Development at Cisco.
To add to the excitement around
the London Olympics, the Cisco-
led and government-endorsed
British Innovation Gateway (BIG)
program was created to support,
recognize, and reward excellence in
small business innovation.
SOLUTION
A yearly award program was
created, called the BIG Awards,
with the goal to help accelerate the
growth of UK-based startups and
SMEs.
“We wanted to make sure we
thought about the needs and
requirements of the startups
themselves, and ensure that we
got a genuine community feel
surrounding the competition,
because the BIG Awards were
just one component of BIG,” said
Kneen.
Cisco selected Mindjet
SpigitEngage to power the BIG
open innovation community and
worked closely with the Mindjet
Professional Services team to
develop and manage the program.
RESULTS
The BIG Awards were a huge
success, uncovering some of the
UK’s most innovative companies.
After whittling down more than
300 entries to 20 semi-finalists,
and letting six finalists battle it out
in an exciting ‘Dragons’ Den’ style
live pitch, Cisco’s first-ever BIG
Awards winner was announced—
SnapFashion, which combined
fashion with technology using a
powerful search engine to find
items of clothing.
“Not only were we very pleased
to discover things we didn’t know
through building and executing
the competition and working with
SpigitEngage, but additionally the
quality that came out the other end
was quite staggering and we were
quite amazed. It’s been a truly
eye-opening experience and very
motivational for our own staff,”
said Kneen.

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY ENERGY SERVICES 14
15 Scottish Water
The energy demands of our ever-growing
population increases daily. And so does the
demand for new sources of energy that are
renewable, sustainable, and cost-effective.
Innovation is the only fuel that can meet the
world’s burgeoning demand for power.
From the companies at the source—like
BP, Baker Hughes, and GE Oil and Gas—
to utilities like Duke Energy, the National
Grid, and Covanta Energy—they all know
that constant technological innovations are
required to keep the lights on. That’s why
the top energy services companies all use
Mindjet SpigitEngage.
Energy Services

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY ENERGY SERVICES 15
15 Scottish Water
Scottish Water, a public
utility headquartered in
Dunfermline Scotland, is
the sole provider of water
services for Scotland.
It serves over 5 million
customers in 2.4 million
households and employs
more than 3,700 people.

CHALLENGE
Drinking water and waste
programs are highly regulated
in the UK. Utilities are required
to constantly improve upon
wastewater compliance, while
reducing the number of flooding
incidents and keeping worker
quality high. To help sort through
the various industry challenges,
Scottish Water’s innovation
team began searching for ways
to evaluate and solve these
problems internally.
One of the biggest challenges
in the water business is staying
on top of efficiencies and
seeking new ways to deliver
sustainable water services.
According to George Ponton,
Head of Research and Innovation
for Scottish Water, meeting
regulatory requirements as well as
adapting to the day-to-day issues
that arise in the water business is
particularly challenging.
SOLUTION
With a recommendation from
Scottish Water’s IT team, the
innovation group chose Mindjet
SpigitEngage as the innovation
platform for the organization.
It was quick to adapt to a
solutions-based problem solving
approach. With added structure
from the SpigitEngage platform,
the innovation team was able to
identify several categories into
which the employees were able
to provide valuable feedback.
RESULTS
The company has been
predominantly using SpigitEngage
to capture ideas for the overall
business. Through the innovation
tool, Scottish Water was able to
come up with an idea for
a mobile app that allows
customers to quickly report
service problems and dangerous
conditions like leaks or loose
manhole covers. The app has
already dramatically reduced the
time it takes from reporting to
sending out field technicians to
remedy the problem.
While Scottish Water is already
seeing the business gains from
such distributed innovation
measures, Ponton and his
team are also measuring the
level of engagement amongst
participants.

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY MANUFACTURING 16
17 Polaris 18 DPR Construction
The manufacturing sector is constantly
challenged with creating new products,
improving product quality, and reducing
operational costs. This all occurs in the
face of increasing global competition and
government and environmental regulation,
making innovation a high priority. In fact,
according to the National Network for
Manufacturing Innovation, innovation has
become the number one priority in the
manufacturing sector.
Companies including Polaris, Tyco
Electronics, Jarden Corporation,
Gates Corporation, and AGCO chose
SpigitEngage to drive innovation within their
organizations and with their partner and
supply chain networks in order to create
new products and drive their competitive
capabilities.
Manufacturing

Polaris Industries Inc.
has been designing,
manufacturing and marketing
off-road vehicles for more
than 60 years. It is the global
market leader in recreational
ATVs, snowmobiles,
motorcycles, and tactical
military vehicles. Polaris firmly
believes that the key to its
success is passion, ethics,
integrity, and innovation.
CHALLENGE
Despite the success of an
existing employee innovation
program at Polaris, slow growth
and a cumbersome process
signified the need for a change
within the organization. Polaris
recognized that they needed ways
to increase engagement while
working within the company’s
established environment.
Polaris previously hosted an
idea contest as a way to
spark creative brainstorming
and innovation amongst its
employees. While in recent years
the idea contest had become
increasingly open to employees,
Polaris wanted to broaden access
to all employees to answer key
questions posed by the contest
sponsors and to provide more
insight into why certain ideas
were deemed more valuable
than others.
“We are a global company
so connecting with our global
partners and with our employees
overseas is something that we’ve
wanted to nurture and develop,”
said Jodi Sorenson, Project
Leader, Innovation at Polaris. “We
want to make those connections
happen, and we want ideas from
all employees, everywhere.”
SOLUTION
Polaris implemented Mindjet
SpigitEngage to revamp its idea
contests. In addition, Polaris used
SpigitEngage’s Automated Idea
Graduation feature to surface the
best ideas. Automated Graduation
does this by considering multiple
measures of innovation activity by
the crowd in order to vet ideas
and automatically advance the
most promising ones to the
next stage.
RESULTS
After adopting SpigitEngage for
its idea contest, idea submissions
more than doubled with the
annual count totaling 249
submissions. Perhaps most
rewarding was the increase in
collaboration with 1387 people
voting and 358 comments
coming from across the
organization.
Polaris’ revamped idea contest
examined three challenge
questions: One was product-
based, another customer-based,
the third was competition-based.
Highlights from administrators
and experts within the
community included increased
transparency— particularly
between the different functional
areas—increased and more
visible engagement, as well
as proliferation of ideas
through comments.

DPR Construction is a USD
$2.5 billion construction
firm, employing nearly 3,000
individuals in 18 offices
nationwide. It specializes in
technically challenging and
sustainable projects.
One of DPR’s core values
is “ever forward”. This
represents its belief in
self-initiated change,
improvement, learning,
and the advancements
of standards. DPR made
innovation the cornerstone of
its core values over 20 years
ago, before it was the norm
in many industries.
CHALLENGE
On any given project, specialized
skills and services are required by
individuals and subcontractors. It
is imperative that information be
disseminated in real time due to
safety concerns, escalating costs,
complex interdependencies and
long lead times for materials and
specialized equipment. Under
these constraints, collaboration,
problem solving, and innovation
can prove challenging.
DPR’s original innovation
process, Opportunities for
Improvement (OFI), was well
intentioned but fragmented. Each
office managed its own “Ever
Forward” process, which reduced
company-wide visibility into ideas
developed at the local level.
There was a need for a more
transparent way of sharing ideas.
SOLUTION
After first deploying SpigitEngage
in a single region, DPR opened
the door to idea sharing and
collaboration company-wide.
Every idea is collected and
considered—ideas small and
large have the potential to be
game changers. Ideas bubble
up to the innovation team as they
advance through the platform’s
automated idea graduation
thresholds, and the team then
reviews up to 10 ideas for
implementation weekly.
RESULTS
Efforts are aimed at developing
strategies to work more
effectively at every level of the
construction process. “As a
whole, we have adopted the
concept of field mobility...getting
technology into the hands of
those who never thought they
needed it or wanted it in the
past,” says team member Dan
Tran. One very successful idea
is the field kiosk. “We looked at
how much time a field foreman
or superintendent spent walking
back and forth between the
jobsite and the trailer to look
at blueprints. If we could bring
technology out to the field so
that blueprints could be right
there, this would save quite a
bit of time,” says team member
Nathan Wood. Superintendents,
now save an average of eight
hours per week using the field
kiosk — that’s an incredible 20
percent increase in efficiency
from one idea.

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY EDUCATION & GOVERNMENT 19
20 Poway Unified School District 21 British Government Agency 22 United Kingdom Cabinet Office
Innovative social enterprises are using new
technology and new business models
to help spur improvements in curricula,
delivery, measurement, and student safety.
These innovators are coming together to
form a new education ecosystem—an
ecosystem that serves to foster positive
change through innovation.
Educational leaders using Mindjet
SpigitEngage to drive innovation include
Poway Unified School District, Bridgepoint
Education, Houghton Mifflin, Ingeus UK
Limited, and Minnetonka Public School
District.
Education

The Poway Unified School
District consists of 25
elementary schools, 6
middle schools, 5 high
schools, one continuation
high school, and one
adult education school,
serving approximately
35,000 students in San
Diego, California.
CHALLENGE
After the tragedy at Sandy
Hook Elementary School in
Newtown, Connecticut, safety
was foremost in the minds of
the public and educators. Poway
Unified School District (PUSD),
the largest district in San Diego,
felt compelled to do more than
merely evaluate issues of campus
security. It wanted to improve the
safety and security of all students
and staff district-wide. In addition
to security, there was great
concern for providing both social
and emotional support for the
entire organization.
PUSD made a decision to
implement a program and
process that would enable the
district to address these issues by
engaging faculty and community
in the effort.
SOLUTION
The district rolled out its new
Innovation University (InnovationU)
to all employees. Built on the
Mindjet SpigitEngage platform,
InnovationU is a comprehensive
enterprise platform that facilitates
ideation and directs participation
toward solving tangible needs of
an organization. The platform was
an entirely new method to tap
into the creativity and innovation
of the broadest segment of
PUSD’s stakeholders.

PUSD created a challenge
specifically targeted at solving
the issues surrounding providing
a safer, more secure, and
emotionally supportive learning
environment. Statistics provided
by the SpigitEngage platform
showed participation was well
in excess of what was originally
expected, validating the
district’s decision to provide
all-inclusive access.
RESULTS
Within a month, the InnovationU
Challenge received 97 ideas. In
addition, there were over 1500
votes placed. Of these ideas,
17 graduated to higher stages
of development, aptly titled the
“Junior and Senior” stages.
“Through this process, our district
has become more aligned and
connected. We have captured
the voices across our district,
engaging our teachers, bus
drivers, cafeteria workers, and
other employees from all corners
of our organization with the
overarching mission of providing
the best environment for our
students’ education,” says John
P. Collins, PUSD Superintendent.

One of the UK’s largest
public agencies, with more
than 100,000 employees
servicing over 20 million
customers, was focused on
decentralizing innovation.
The organization hoped
to engage each and every
employee in the innovation
process. The agency’s
traditional suggestion
box lacked the necessary
infrastructure to effectively
manage and develop ideas.
CHALLENGE
Historically, the agency
consisted of a number of
departments, all of which
functioned largely independently.
Seeing the duplication and
inefficiency inherent within these
organizational silos, there was an
agency-wide drive for continuous
improvement to encourage
learning.
SOLUTION
Realizing the need for a
centralized approach to idea
management, the agency
implemented SpigitEngage and
its community called “Idea Street.”
Additionally, a Lean Development
Center was established within the
agency’s largest department. The
Lean Development Center was
charged with looking at different
areas of continuous improvement,
business processes that could be
improved and standardized across
the organization.
Recognizing that a relationship
between the agency’s Lean
Development Center and the
newly formed SpigitEngage Idea
Street community could prove
mutually beneficial, the two
groups decided to team together.
Idea Street’s innovation efforts,
previously limited by the number
of available hands in community
to implement ideas, were helped
considerably with the addition of
everyone involved at the Lean
Development Center.
While Idea Street could offer
Lean-enhanced collaboration,
transparency, and organizational
learning, Lean could offer
Idea Street and the innovation
community a ready-made system
for idea implementation. This
extension of Idea Street, a
community called “Let Us Know,”
included Lean practitioners in the
early stage of idea development
so that idea submitters could be
helped with root cause analysis to
try to get a better quality solution
at the outset. Others could then
see and comment so the agency
could draw on the expertise
within the organization to develop
ideas and extend insight and
learning in the process.
RESULTS
Within the first year, the
agency had realized more
than £20,000,000 (GBP) in
cost savings. This tremendous
effort was the result of 4,500
users contributing 1,400 cost-
saving ideas of which 63 were
implemented.
“We have a large geographically
distributed organization,” said the
innovation manager. “The value of
enabling everyone to collaborate
on a single concept is worth the
investment alone not to mention
the tens of millions in savings
from implemented ideas”.

The United Kingdom Cabinet
Office is responsible for
supporting the United
Kindom’s Prime Minister,
Deputy Prime Minister, and
Cabinet. The Cabinet
Office is also the corporate
headquarters for government,
in partnership with the Treasury.
CHALLENGE
The United Kingdom Cabinet
Office was searching for
innovative solutions from small
and medium enterprises (SMEs)
that could provide high-value
products and services to the
public, and save the Government
money. However, historically SMEs
have felt that they are at a
disadvantage to larger companies
in engaging with Government
procurement processes, or have
lacked the awareness and
resources to do so.
“We needed a way to collate
ideas from what would potentially
be hundreds of SMEs, with the
ability to analyze all of them
objectively in a reasonable
timeframe.” said David Gigg of
the UK Cabinet Office SME
Program.
SOLUTION
The Cabinet Office developed
its Innovation Launch Pad
(ILP), supported by Mindjet’s
innovation management
software, SpigitEngage. An
Open Innovation Challenge was
designed to gather proposals
from UK SMEs.
In collaboration with the Mindjet
Innovation Services team, the
Cabinet Office devised a six-
stage program format for the
initial ILP challenge, which began
with a month long submission
phase, before enabling additional
commenting on and revision of
submitted proposals in phase
two. Phase three engaged civil
servants and expert groups from
consultancy houses to review all
submissions and highlight top
proposals, followed by voting
within SpigitEngage.
A final analysis was undertaken
and a selection of 25 proposals
were recommended for an
intensive mentoring process,
during which a mentoring group
helped the SMEs develop their
value propositions and produce
full proposals.
During the final stages of the
program, nine finalists were
selected by discussion and
voting that fed automated idea
graduation within SpigitEngage,
significantly reducing the manual
work required to identify the most
popular ideas. A final ‘Dragon’s
Den’ style presentation was held,
which showcased the nine best
participants.
RESULTS
The Innovation Launch Pad
exceeded the expectations of
The Cabinet Office with over
2,100 registered users and 355
proposals submitted through the
SpigitEngage platform; surpassing
the initial goal of just 100.
“The response to the Innovation
Launch Pad on SpigitEngage
surpassed our expectations,” said
Gigg. “It’s not just the quantity of
the responses, but the quality
of the submissions that were
selected by the crowd that really
made the difference.”

SPIGITENGAGE CUSTOMER SUCCESS BOOK 23
[1] IDC MarketScape: Worldwide Innovation Management Solutions 2013 Vendor Analysis
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