The document discusses Deloitte's approach to innovation through social media and open innovation, emphasizing the need for internal transformation of employees into creative entrepreneurs. It outlines various horizons of growth for innovation, detailing strategies for extending core businesses and building new revenue streams, as well as the importance of collaboration and idea submission through an innovation portal. The report highlights the significance of a structured innovation process within Deloitte, aiming to foster an entrepreneurial culture and achieve commercial success through cross-departmental collaboration.

1. Social Media & Open Innovation . Deloitte Patrick Boonstra & Martin Kloos Social Media Congres, 26 februari 2009

2. Wie zijn wij? Patrick Boonstra Martin Kloos Deloitte Consulting / Webstrategy , Focus: WebStrategy & New Media, online community building - -

3. Lancering Innovation Bestuursvoorzitter Deloitte: Roger Dassen - -

4. Waarom? Voor duurzame groei moeten bestaande diensten worden uitgebreid met nieuwe diensten. Time Sales Introductory Stage Growth Stage Maturity Stage Decline Stage Phase Out Stage Product Life Cycle - -

5. Creëren van een interne transformatie van individuele Deloitte medewerkers naar creatieve, innovatieve entrepreneurs Waarom? - -

6. Waarom? - -

7. Wat? Innovatie kan op verschillende niveaus worden aangepakt Horizons of Growth Horizon 3: Future growth and opportunities The seeds of tomorrows business Options on future opportunities Research, market pilots, alliances Horizon 2: Extend the core, build emerging businesses Fast-moving, entrepreneurial ventures Emerging stars of the organization Building new streams of revenue Horizon 1: Defend core business Account for the lion’s share of profit Critical to near term performance Provide resources for growth Source: Baghai, Coley & White 1999, The Alchemy of Growth. Focus of innovation - - Time Profit Horizon 2 Horizon 1 Horizon 3 New business models New products / services New products / services Adaptations of existing products / services

8. Hoe? Business model voor open innovatie Revenues Costs Own Market Revenue Internal Development costs Internal and external Development costs Own Market Revenue License Spin off Sales/ Divestiture Closed Model Open innovation Business Model Cost & time savings from leveraging external development New Revenues Henry Chesbrough, 2006 - -

9. Business model voor open innovatie Revenues Costs Own Market Revenue Internal Development costs Internal and external Development costs Own Market Revenue License Spin off Sales/ Divestiture Closed Model Open innovation Business Model Cost & time savings from leveraging external development New Revenues 3 1 4 2 Bottom up Process Outside in Innovation Portfolio Management Exit strategy - -

10. Innovatie? Laten we wel realistisch blijven Er is meer onderzoek nodig Ja, maar.... Dat kan niet Geen budget Als het echt een goed idee was, hadden anderen het allang geprobeerd. Waar haal ik de tijd vandaan! Hoe kom ik aan financiering? - -

11. Groei gaat niet vanzelf, maar moet georganiseerd worden. - - Board Deloitte Deloitte Innovation B.V. Audit FAS Tax Consulting SME Positioning Deloitte Innovation 1 Bottom up Process Key Principles Commitment at senior level Formalised process Focus on bottom up entrepreneurship and innovation Coaching & Resources Visibility Deloitte Clients

12. Innovatie proces bij Deloitte Easy & Quick Transform idea into business case Go to the market Get organized & find your clients! New business idea? Submit it on Innovation Portal! Exit : Deloitte Sell … Bottom up & Outside in 3 Innovation Portfolio Management - -

13. 01-01-2008 1 3 2 Inspanningen in het bouwen van Deloitte Innovation - - Januari 2008: Start team Innovation BV April 2008: Launch Innovation Marketing Campaign: Online & Elevator & Brainstorming July 2008 Start selection Dubai winners out of 130 ideas October 2008: Innovator week in Dubai November 2008: Fast Track started December 2008 Fast Track Consulting in Gent 2009 September 2008 Start new Innovation Team members Second Fast Track & Innovation week announced 12-01- 2008: start ideeencentrale Presentation at: web 2.0 – enterprise 2.0 High evaluation Online recruiting Innovation Team: Linked In: > 60 respondents Preparation Dubai: All teams asked Feedback from market: 11 client meetings Preparation Fasttrack All teams asked feedback from market: 9 Client meetings Start Pilot: Innovation cafe Online quotes: 5 MSA (100 M) at large FSI client with Innovation Business case 01-01-2008 2009 Outside Innovation in stuurgroep ‘De nieuwe Ambtenaar’ Inside First ideas to Market – commercial sucesses

14. Innovatie: Hoe? Succesvol toepassen van Innovation Business 3 - - Ideation Selecting Go to the market Stimulating Enthusiasm Boosting energy Creating awareness Top Sponsorship Portfolio management Selecting best teams Transition from idea to business case Strong pipeline management Portfolio management Role as investor Firm decision making Monitoring progress Creativity Outside-in Events Cross organizational Coaching Stimulate Entrepreneurship Think Big, Start Small & Upscale Quickly Stimulating progress Project management Coaching & support Stakeholder management Launching customer Tooling Brainstorms Innovation Portal / Café Client week (Large FSI client) Tooling Workshop Portal Innovator week Tooling Business model Formats Contracts

15. Lancering Deloitte Innovation: De beste ideeën ontstaan onder de douche - - Voorpagina Telegraaf

16. 1 Bottom up Process 2 Outside in - -

17. “ Playing the system” – De Iphone Viral 1 Bottom up Process 2 Outside in Van idee Naar realiteit - - “ Net als velen van jullie, was ook de stuurgroep van het SmartPhone-project in eerste instantie erg gecharmeerd van de Iphone. Na uitgebreid vooronderzoek…”

18. Deloitteinnovator.nl 1 Bottom up Process 2 Outside in

19. Outside in: Van trends naar ideeën in 1 middag 1 Bottom up Process 2 Outside in - - Innovatie binnen verschillende communities

20. Cafés voor profilering, inspiratie en kennisdeling! 1 Bottom up Process 2 Outside in - -

21. Fast Track – Innovation is een duurzaam en repetitief proces 1 Bottom up Process 2 Outside in - -

22. Deloitte Australië vroeg de CEO van Qantas Airlines naar de belangrijkste issue van de maatschappij. Antwoord: “We willen mensen niet alleen vervoeren maar hen een beleving geven.” Deloitte heeft vervolgens intern een Qantas-brainstorm georganiseerd en die bracht 900 ideeën voort. De tien beste oplossingen zijn aan Qantas gepresenteerd en verkocht. Zo krijgen binnenkort de nieuwe Airbussen van Qantas het met Deloitte en enkele business schools content gevulde E-learning pakket op hun inflight system . De idee-inbrengers vliegen business class gratis de wereld rond. Het innovatie proces in actie: Van idee tot product 2 Outside in 4 Exit strategy - -

23. Deloitte Innovation behaalt in korte tijd commerciële resultaten Initiating growth Incubator/Safe Haven Differentiation/avoidance of commoditization Fostering Innovation Added value Delivering the firm Increased cooperation Cross Functional Collaboration Thought Leadership Media attention Branding Eminence Building Tangibles & Intangibles Bottom Line Results Fostering entrepreneurial climate Attracting top talent Retaining top talent Winning the War on Talent 218 ideas, 48 cases, 16 businesses Innovator campaign & Week Fast Track: sales effectiveness Accelerated go to market All functions in Dubai & Warrooms Cross functional brainstorms Innovator Portal Fast Track FSI > 3000 portal members 4x Deloitter, 11x Insite, 7x Newsletters Steering committee: ‘de nieuwe ambtenaar’ Several quotes & congresses Commercially viable Deliotte innovation Business case stands High scores on LID day Key differentiator for people MBA in one week (Innovator Week) Drive & Passion Linked In recruitment Gaming at ERS business course 2009 Goals Results - -

24. Key Take aways Social Media onderdeel van een groter geheel Social Media faciliteert cross department collaboration Social Media en Open Innovation resulteert in collaboratieve, entrepreneurial cultuur Offline en online toepassing is vaak aanvullend What’s in it for me? Erkenning , beloning en budget Playing the system betekent passie Succesvol maken is hard werken ! Het gaat niet vanzelf! De resultaten daarentegen mogen er zijn, mits goed uitgewerkt! - -

25. Wie zijn wij? - - Consulting Laan van Kronenburg 2 1183 AS Amstelveen Patrick Boonstra Senior Consultant Webstrategy Tel + 31 20 454 7500 Mobile: +31 6 1234 4965 [email_address] Member of Deloitte Touche Tohmatsu Consulting Laan van Kronenburg 2 1183 AS Amstelveen Martin Kloos Consultant Webstrategy Tel + 31 20 454 7500 Mobile: +31 6 2025 2468 [email_address] Member of Deloitte Touche Tohmatsu

26. Copyright © 2007 Deloitte Consulting B.V. All rights reserved. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, its member firms and their respective subsidiaries and affiliates. Deloitte Touche Tohmatsu is an organization of member firms around the world devoted to excellence in providing professional services and advice, focused on client service through a global strategy executed locally in nearly 140 countries. With access to the deep intellectual capital of approximately 135,000 people worldwide, Deloitte delivers services in four professional areas, audit, tax, consulting and financial advisory services, and serves more than 80 percent of the world’s largest companies, as well as large national enterprises, public institutions, locally important clients, and successful, fast-growing global growth companies. Services are not provided by the Deloitte Touche Tohmatsu Verein and, for regulatory and other reasons, certain member firms do not provide services in all four professional areas. As a Swiss Verein (association), neither Deloitte Touche Tohmatsu nor any of its member firms has any liability for each other’s acts or omissions. Each of the member firms is a separate and independent legal entity operating under the names “Deloitte”, “Deloitte & Touche”, “Deloitte Touche Tohmatsu” or other related names. In the Netherlands, Deloitte is the member firm of Deloitte Touche Tohmatsu, and services are provided by Deloitte and its subsidiaries. Deloitte is among the Netherlands' leading professional services firms, providing audit, tax, consulting, and financial advisory services through over 6000 people. Known as an employer of choice for innovative human resources programs, it is dedicated to helping its clients and its people excel. For more information, please visit the Netherlands member firm’s website at www.deloitte.nl.

27. Our Vision on innovation is based on academic research, proven methodologies, previous project experience and innovation at Deloitte Deloitte’s thought leadership on innovation has been recognized in leading business publications Deloitte has extensive project experience in implementing and improving innovation at clients. Academic research Proven Methodologies We apply our methodologies to ourselves. We have recently created a separate innovation entity Deloitte Innovation. The innovation process is embedded within Deloitte, using the “Deloitte Innovation portal”. Deloitte Innovation Australia has already been a success for several years now. They have been recognized as Australia's 'Most Innovative Firm' in professional services. Project experience Innovation within Deloitte Deloitte has a worldwide network of innovation experts and a wide selection of methodologies, tools and approaches