This document discusses open collaboration principles and how they can be used to drive innovation and increase productivity in organizations. It defines open collaboration as sharing resources across organizational boundaries to co-create content. Examples are provided of companies like Goldcorp, Procter & Gamble, and IBM that have successfully implemented open collaboration strategies to foster innovation, increase productivity, and transform their corporate cultures. Challenges of open collaboration and strategies for implementation are also addressed.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
Every company, of every size, in every corner of the globe collaborates on one level or another. At one end of the spectrum lies tactical communication and coordination between people, teams, partners and customers. However, the other end of the spectrum is reserved for those who have established the tools, process and culture, and optimized their environment for Collaboration - those who are Collaborating with a "big C". White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Slides from a keynote at the Intrapreneurship Conference in London in 2016, outlining how established companies design new growth ventures from within.
The Deloitte Center for the Edge conducts original research and develops substantive points of view for new corporate growth. The center, anchored in the Silicon Valley with teams in Europe and Australia, helps senior executives make sense of and profit from emerging opportunities on the edge of business and technology. Center leaders believe that what is created on the edge of the competitive landscape — in terms of technology, geography, demographics, markets — inevitably strikes at the very heart of a business.The Center for the Edge's mission is to identify and explore emerging opportunities related to big shifts that are not yet on the senior management agenda, but ought to be. While Center leaders are focused on long-term trends and opportunities, they are equally focused on implications for near-term action, the day-to-day environment of executives.
Learn more - http://www.deloitte.com/centerforedge
Every company, of every size, in every corner of the globe collaborates on one level or another. At one end of the spectrum lies tactical communication and coordination between people, teams, partners and customers. However, the other end of the spectrum is reserved for those who have established the tools, process and culture, and optimized their environment for Collaboration - those who are Collaborating with a "big C". White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Slides from a keynote at the Intrapreneurship Conference in London in 2016, outlining how established companies design new growth ventures from within.
Social Business Centers Of Excellence: FoundationsLeader Networks
Slides from a webinar hosted by Social Media Today Social Organization: How Centers of Excellence, Collaborative Management and Seamless Enterprise Structures are Working and a few bonus ones for good measure.
How to cook up meaningful innovation with an innovation lab.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” Incubating Innovation is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
How To Successfully Deliver Your SharePoint Project In Ten Easy Steps - Symon...SPC Adriatics
In this session we’ll guide you through the process of delivering your SharePoint project from the very beginning to the very end, and beyond.
Beginning with fundamental questions such as “What is SharePoint?”, “What are you trying to do?”, and “How will you know when you’ve done it?”. We’ll discuss how to evaluate SharePoint and the Microsoft platform against other technologies and vendors, how to develop a robust business case and successfully navigate project approval processes, and how to run an RFP process and select the right partner to work with. We’ll share the secrets that sales people and SharePoint partners don’t want you to know! We’ll discuss project approaches and reveal tried and tested methods that will ensure that your project is delivered on time, to budget and to specification.
We’ll cover a wide spectrum of topics including requirements gathering, user centered design, change management and user adoption. Finally, we’ll consider how to evaluate the success of project. Based on a decade of consulting experience with some of the the worlds leading organisations.
A social business is an organization whose culture and systems encourage networks of people to create business value. Social businesses connect individuals, so they can rapidly share information, knowledge and ideas by having conversations and publishing informal content. They analyze social content from multiple channels and sources, in addition to structured data, to gain insights from both external and internal stakeholders. When those things happen, innovation and business execution rates increase, better decisions are made, and customers and employees are more engaged and satisfied. Social businesses enjoy lower operating costs, faster speed-to-market, improved customer and employee engagement, and increased profitability.
Cloud Computing clearly represents a significant change in how digital services are delivered, consumed, and produced. There are many examples of current services and solutions implemented with the power of Cloud technology – take for example, Google’s search, Spotify’s music or Elisa’s TV service.
The Cloud Software consortia has achieved great results and generated real business value for many companies. Some of the examples are presented in this book. In addition, we believe that the CSW partners have formed a unique innovative and collaborative ecosystem in Finland. This signals companies to venture forth into a new digital economy where they can create and capture new value in fresh ways, spark new products, services, processes
and businesses and most importantly, create new rules and opportunities for competitive advantage and breakthrough outcomes.
Please visit our website to learn more about AHS Consulting and how our experienced operations improvement consultants can bring immediate, tangible value to your hospital.
Social Business Centers Of Excellence: FoundationsLeader Networks
Slides from a webinar hosted by Social Media Today Social Organization: How Centers of Excellence, Collaborative Management and Seamless Enterprise Structures are Working and a few bonus ones for good measure.
How to cook up meaningful innovation with an innovation lab.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” Incubating Innovation is one of five pieces in our report, Big Entrepreneurship, aimed at deconstructing some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
How To Successfully Deliver Your SharePoint Project In Ten Easy Steps - Symon...SPC Adriatics
In this session we’ll guide you through the process of delivering your SharePoint project from the very beginning to the very end, and beyond.
Beginning with fundamental questions such as “What is SharePoint?”, “What are you trying to do?”, and “How will you know when you’ve done it?”. We’ll discuss how to evaluate SharePoint and the Microsoft platform against other technologies and vendors, how to develop a robust business case and successfully navigate project approval processes, and how to run an RFP process and select the right partner to work with. We’ll share the secrets that sales people and SharePoint partners don’t want you to know! We’ll discuss project approaches and reveal tried and tested methods that will ensure that your project is delivered on time, to budget and to specification.
We’ll cover a wide spectrum of topics including requirements gathering, user centered design, change management and user adoption. Finally, we’ll consider how to evaluate the success of project. Based on a decade of consulting experience with some of the the worlds leading organisations.
A social business is an organization whose culture and systems encourage networks of people to create business value. Social businesses connect individuals, so they can rapidly share information, knowledge and ideas by having conversations and publishing informal content. They analyze social content from multiple channels and sources, in addition to structured data, to gain insights from both external and internal stakeholders. When those things happen, innovation and business execution rates increase, better decisions are made, and customers and employees are more engaged and satisfied. Social businesses enjoy lower operating costs, faster speed-to-market, improved customer and employee engagement, and increased profitability.
Cloud Computing clearly represents a significant change in how digital services are delivered, consumed, and produced. There are many examples of current services and solutions implemented with the power of Cloud technology – take for example, Google’s search, Spotify’s music or Elisa’s TV service.
The Cloud Software consortia has achieved great results and generated real business value for many companies. Some of the examples are presented in this book. In addition, we believe that the CSW partners have formed a unique innovative and collaborative ecosystem in Finland. This signals companies to venture forth into a new digital economy where they can create and capture new value in fresh ways, spark new products, services, processes
and businesses and most importantly, create new rules and opportunities for competitive advantage and breakthrough outcomes.
Please visit our website to learn more about AHS Consulting and how our experienced operations improvement consultants can bring immediate, tangible value to your hospital.
We are social creatures and we crave social interaction. This presentation from SPSNYC is about how we build social solutions to our business problems...today.
Getting Started with Enterprise Social NetworkingDavid Stephens
This presentation is to introduce social software and social networking. It includes a demo of Lotus Connections and some information on how to get started quickly with a Lotus Connections deployment.
Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.
Collaboration Excellence: Strategies for Enabling a Social BusinessPerficient, Inc.
What goes in to creating exceptional work and web experiences in a social business?
It goes far beyond a simple “build it and they will come” mentality.
Through the use of collaboration tools, enterprises can engage workers, drive innovation, find efficiencies, mobilize workforces, empower leaders and much more.
In part one of this two part study, The Socially Enabled Enterprise, we explored the opportunities and challenges global organizations are facing in the transition to becoming socially enabled enterprises. Oracle, Leader Networks, and Social Media Today recently conducted an online survey of over 900 marketing and technology executives to understand how companies are leveraging social technologies and practices throughout their organizations.
Forward thinking organizations understand that social business is so much more than a marketing campaign, however many struggle with finding the starting line for ways to bring social business into their organization. This presentation take executives through a structured approach for developing social business initiative from concept to pilot, including ROI measures. Mini-case studies help bring concepts to life.
Can you use more useful information in your business and don't know where to find it. Then read this IBM white paper to see how using your staff can use the power of social media to collaborate on projects to make your business run smoother.
A description of the structure and the processes of a community of projects in the Food System. We explored the creation of a co-working space to house some of the projects.
A model, pioneered by Chris Cook, that aligns the interests of financiers with users and managers of an asset. One might think of this as a vision for a Collaborative Capital Structure!
A vision for a model that marries the benefits of incubation space with a systemic view of resource allocation with a view to solving the chronic underfunding of early stage social ventures.
On thestructureandprocessesofrevolution2.0 discussiondocumentSuresh Fernando
Considerations, learned both from experience and through the review of theoretical work, on the challenges and complexity of bringing different movements together 'across boundaries;
1. Utilizing Open Collaboration Principles to Drive Innovation and Increase Productivity The What, Why and How for SME’s interested in Open Collaboration Suresh Fernando Partner, Radical Inclusion Dec. 4, 2009 suresh@radical-inclusion.com
10. What is Open Collaboration? What is collaboration? The sharing of risks, resources, responsibilities and rewards The co-creation of content What is Openness? the collaboration strategy will reach across existing corporate boundaries. within the organization (inter organizational) across different organizations (intra organizational).
11. Why Implement an Open Collaboration Strategy? Fostering Innovation Solving defined organizational problems Develop new products and services Modify or develop internal processes Increasing Productivity Reduce costs: using virtual meetings to reduce travel costs, for example Increase Frequency and Efficiency of Distributed Meetings: virtual capabilities allow organizations that operate across boundaries to collaborate more effectively Enter Into New Markets: This can be accomplished by joint development strategies, for example
12. Management/ Admin. Sales Accounting Inventory Open Collaboration Inside the Enterprise: across functional groups Eliminate silos Introduce platform to connect business units Operations
13. Open CollaborationOutside Organizational Boundaries Enterprise Ecosystem Client Client Client Services Layer Organization Partner Partner Service Delivery Layer Support: Financing, Volunteers Support Layer
15. Which of the following models might work for your organization?
16. Strategies You Can Implement With Open Collaboration Solve an internal problem by crowdsourcing Generate new product and service ideas by creating an innovation community Transform corporate culture by connecting your organization Co-creating products and services with your clients Developing collaborative research with clients and partners Forming a collaborative marketing association Forming a collaborative procurement network
17. GoldCorpMobilizing an External Community to Solve an Internal Problem Goldcorp is a mining company that was faced with an underperforming mine based in the Red Lake area in Ontario, Canada They decided to open up their data on their mines via offering $575,000 in prize money to virtual prospectors. Within short order over 1400 mathematicians, students, consultants and of course geologists from over 50 different countries had downloaded the data The contest winner, a collaboration between Fractal Graphics and Wall & Associates from Australia, no member of whom had ever even seen the mine, built a powerful 3-D rendition of the mine. Subsequent drilling resulted in striking gold in four of the first five recommendations from the winners. In 1996 the mine produced at an annual rate of 54,000 ounces/year In 2001 it was producing at an annual rate of 504,000 ounces/year
18. Proctor & GambleDeveloping a Collaborative Innovation Framework P&G implemented their Connect & Develop strategy to partner with other organizations to drive the organizations Research and Development process. The results have been no less than staggering. Five years after the company's stock collapse in 2000, P&G has doubled its share price Has dramatically increased the number of partnerships, licensing agreements etc. increasing rate of successful innovations threefold. Today, more than 35 percent of P&G’s new products in market have elements that originated from outside P&G, up from about 15 percent in 2000 45 percent of the initiatives in P&G’s product development portfolio have key elements that were discovered externally R&D productivity has increased by nearly 60 percent P&G’s innovation success rate has more than doubled, while the cost of innovation has fallen R&D investment as a percentage of sales is down from 4.8 percent in 2000 to 3.4 percent today Internal Branding: “Connect and Develop” and “50% Rule” – 50% of all new innovations to come from external partners
19. IBMFostering Innovation and Transforming Corporate Culture IBM developed social media strategy to connect their 380,000 employees (50% of which are mobile) and 200,000 contractors that are spread across 2000 offices in 50 countries. ThinkPlaceis an open discussion forum where ideas can be submitted, modified and reviewed collaborative by anyone in the organization Beehive is an enterprise social networking site similar to Facebook. Employees report that they use Beehive to essentially humanize their workplace by getting to know employees on levels that are not visible from within the corporate environment. Jamming is a real time mass collaboration brainstorming session. In 2006, IBM held InnovationJam, an internal brainstorming session that engaged 150,000 people from 104 countries and 67 different companies.
20. LegoEmpowering a User Community to Co-Create Products Lego has developed a complete social media/consumer engagement strategy that includes a number of different touchpoints; a fan club, a social network, online movies, online games, and message boards. They are also working on a massively multiplayer game. What is most interesting is that they have opened up their software design process to roughly 120,000 designers who can design their own products. This serves the purpose of engaging closely with those that most care about the brand.
21. IntelDeveloping a Collaborative Research Framework Traditional, roadmap driven research processes have been found to be strategically inadequate because: New technologies and products that might lead to new business lines and the altering of corporate strategy. Disruptive innovation that might threaten the existing product roadmap. In order to address this strategic constraint, Intel has made a commitment to developing and driving exploratory research processes. The four pillars of this strategy are: Providing collaborative research grants Developing collaborative research facilities in close proximity to universities Providing corporate venture capital Driving specific corporate research projects See Appendix for further details
22. The Open Innovation AttitudeHow successful collaborators think Reference: Chesbrough, H. (2003), "Open Innovation: The New Imperative for Creating and Profiting from Technology", Harvard Business School Press.
23. The Open Innovation Attitude How successful collaborators think Reference: Chesbrough, H. (2003), "Open Innovation: The New Imperative for Creating and Profiting from Technology", Harvard Business School Press.
24. What is the relationship between open collaboration and innovationyou ask?Scalable Team Thinking No geographic or time constraints A problem we all want to solve!
25. What is the relationship between communications and collective intelligence?Scalable Information Development No geographic or time constraints An information repository We build together!
36. Indirect organizational benefit: makes employees feel ‘fully valued’.Connects organization across boundaries Creates dialogue that results in new clients, partners… Creates dialogue that results in different perspective – thought is not constrained by organizational ‘group think’ Information transfer accelerated – is viral Distributed Collaborative Intelligence: proportional to size of group Generates knew organizational knowledge; synthesis of cross boundary information
37. Three Basic Ways To Capture Value from Open Collaboration Monetizing what is Co-created Developing Associated Products or Services: RedHat, for example, built a business providing consulting services in support of the Linux operating system. Indirect Benefits Position your organization as leaders in the community, develop brand recognition within the community etc.
38. Challenges To Implementing Open Collaboration Strategies Effective collaboration will take time Agreeing on common goals is difficult Leadership needs to think differently Organizational culture needs to be changed Developing trust is difficult Resources for new projects are scarce Providing correct incentives to stakeholders
40. From Networking To CollaborationUnderstanding the Evolution Prahalad and Ramaswamy, The Collaborative Continuum, Collaborative Strategies, Nov. 2001, p.3
41. From Networking To CollaborationUnderstanding the Differences Prahalad and Ramaswamy, The Collaborative Continuum, Collaborative Strategies, Nov. 2001, p.3 Camarinha-Matos, Luis M.; Afsarmanesh, Hamideh; Galeano, Nathalie; Molina, Arturo, Collaborative
42. What Mistakes Should You Avoid? Focusing excessively on reducing costs as opposed to increasing revenues. Ineffective leveraging of collaboration partners Superior capabilities Local knowledge Failure to align collaboration and business strategy
43. What are the Key Strategic Considerations? Ensure that the strategy is an organizational one Connect Your Collaboration Strategy to your Business Strategy Develop a clear leadership message Develop a culture of trust and openness Be willing to challenge existing organizational assumptions
44. Identifying Your Goals, Objectives and Priorities Radical Inclusion has designed a questionnaire that will assist you to determine your organizational goals and what the best way to structure your open collaboration process is.
45. Open Collaboration FrameworksStructural Possibilities Adapted from Pisano, Gary and Verganti, Robert, Which Kind of Collaboration is Right for You?, Harvard Business Review, 2008.
47. Advantages/Disadvantages of Particular Frameworks Adapted from Pisano, Gary and Verganti, Robert, Which Kind of Collaboration is Right for You?, Harvard Business Review, 2008.
49. Selecting the Correct Framework Depends on Organizational Goals and Priorities See the Radical Inclusion Organizational Assessment Questionnaire for a systematic method of assessment that maps from organizational goals to the correct framework
51. Collaboration ModulesStrategy and Implementation We expect that the overall process of engaging with enterprise clients to assess their existing strategy and to formulate and implement new strategy that will utilize open collaboration principles to drive innovation will be a modular process. The delivery will be in the form of specific modules that address the needs of a strategic initiative.
52. Open Collaboration Strategic ModulesFiguring Out What To Do... Open Collaboration Strategy Assessment Open Collaboration Testing Selecting the Correct Collaboration Framework Assessing Collaboration Aims Developing the right Governance Mechanism Selecting the Correct Tools Formulating the Collaborative Community Development Strategy
53. Open Collaboration Implementation ModulesDoing It Identification and Engagement of Key Stakeholders Developing Culture of Trust and Openness How To Build Virtual Teams Running Successful Virtual Meetings Developing Collaboration Spaces How To Market Your Strategy Internally