The document discusses the use of Innovation Games® to facilitate collaboration and consensus-building within distributed teams, particularly focusing on the triple helix model of innovation. It outlines a three-step process involving ideation, shaping, and prioritizing to address product strategy challenges, highlighting the significance of collaborative tools and the engagement of multiple stakeholders. Additionally, it provides case studies and examples of games utilized to prioritize projects and gather insights on customer needs and motivations.

1. Using Innovation Games® Online to Reach Consensus in Distributed Triple Helix TeamsLuke HohmannFounder and CEO The Innovation Games® CompanyTwitter: #innovgames

2. The Process: Ideation, shaping, Prioritizing, Acting Innovation Requires OthersDistributed Teams Need Tools

3. How Do I Help My City Grow?http://www.richardsilverstein.com/tikun_olam/wp-content/uploads/2008/11/jonah-art-model-of-small-city-700px.jpg

4. What Creates, Causes, Enables, and Promotes Innovation?

5. Remember, we’re talking innovation. Invention isthinking up cool stuff. Innovation is successfully applying the inventions in practice.

6. Collaborative Innovation Lies In SpacesInnovationInnovationInnovation

7. 7Let’s Find Out Who You Talk WithDraw a circle. Write your name in the center of the circle.Pick a Triple Helix project you’ve worked on or studied. Write the names of people you collaborated with on this project around the circle. Draw the web of these relationships as you see it. Use different line weights and colors to represent good/bad communication.Spider Web

8. 8Let’s Do It AgainDraw a circle Write your name in the center of the circle.Using your first diagram as a guide, replace the names of the people with their Triple Helix roles. Use different line weights and colors to represent good/bad communication.Spider Web

9. Collaboration is more than talking…

10. So, what’s Collaboration?Collaboration is a recursive process where two or more people or organizations work together in an intersection of common goals — for example, an intellectual endeavor that is creative in nature—by sharing knowledge, learning and building consensus.Thanks, wikipedia!

11. It’s not the platformBut tools and platforms are important!!!

12. Is it about me?https://jazz.net/downloads/pages/rational-team-concert/2.0/M3/images/apt_tempo.pngIt’s not about me… but I am important…

13. It’s not “sharing”But we need to share to collaborate.http://www.inf.unisi.ch/postdoc/lelli/imgIndexArticle/social_network.jpg

14. It’s not notificationsBut notifications are important.But we need to be notified of changes.

15. It’s not just “talking”

16. Maybe…It is the tools?

17. Collaboration DOES Need ToolsSameTimeDifferent Timecollocateddistributed

18. Innovation Games® are Serious Collaboration Tools.

19. What Are Innovation Games®Innovation Games® are serious gamesthat solve a wide range of product strategy and management problems across the market lifecycle.They are played: with customers & internal stakeholders

20. online or in-person

21. within or across organizational units

22. in single or multi-game formatsNot Silly Like Water ParkNot Humor Like Joke

23. More LikeSettlers of Catan & EuchreMeet Business

24. PlayPleasureNot Work(Leisure)External GoalsInternal GoalsWorkNot-PleasureNot-PlayAdapted from http://it.coe.uga.edu/~lrieber/resources/blanchardmodel.gif

25. And yes, it is FUNChat log extracts from three games played to prioritize a product backlog.

26. Innovation and Collaboration GoalsImproveMarketing MessagesPrioritizeProject PortfolioNPDManage strategic roadmaps.Identify New ProductsIdentify ProductEnhancementsDetermine Product InteractionsTrain Sales TeamsPrioritize EpicsNPD

27. Enterprise Goals ARE Verbs

28. Verbs mean ACTION

29. To take Action we need to:Create goals and/or equifinal meaningsReduce ambiguityReduce equivocalityIdentify, distribute, perform, integrate, verify…

30. Special Communication Problems in Distributed TeamsLanguageCultureCold communicationTime shifting takes a toll

31. Innovation Games® Case Studies

32. San Jose, CA Budget Games

33. Chief Intellectual Property OfficerBeatrix de Russé, Thomson Marshall Phelps, MicrosoftRob Sterne, SKGFAnne Culotta, HalliburtonDamon Matteo, PARC

34. Scrum is an agile framework for completing complex projects. Scrum originally was formalized for software development projects, but works well for any complex, innovative scope of work. The ScrumAlliance hired The Innovation Games® Company to research member needs. 5 Games

35. 35 participants

36. 100 potential apples

37. 81 unique apples

38. Rich online discussions

39. Each game ~1 hourHEALTH TO HEALTH CARE – HEALTH AS TEAM SPORTField: Football Field divided into Health Sectors called “Indicators”.Indicators: Actions in the game will reflect the Status of Health. Moving across the field records a change in status depending on the scenario. A Layer with Action Indicators can be turned on and off during play.EXAMPLE TO OTHERSTHRIVINGGREAT HEALTHGOOD HEALTH1ST SIGN OF ILLNESSSERIOUS ILLNESSCRITICALSUFFERING & DEATH2222Field with IndicatorsField w/o Indicators1RED = HEALTHY Choices, Outcomes or DecisionsWHITE = NEGATIVE Influences, Outcomes or DecisionsFOOTBALL = INDICATOR OF HEALTH of the person or familyMichael Dinneen, M.D. Director, Office of Strategy ManagementMilitary Health System

40. A GAME IN PROGRESSItem Information:Players fill in a description of the Role & Action when the play is started or changedTrack Team Players / Plays= Total minus # on the fieldPlayer Action DetailPlayers move in 1 + “Roles / Situations”to Aid or Counter HEALTHCHAT DURING THE GAMEAll PlayerActionscaptured as the game progresses

41. How Do I Help My City Grow?http://www.richardsilverstein.com/tikun_olam/wp-content/uploads/2008/11/jonah-art-model-of-small-city-700px.jpg

42. Our 3-Step ProcessIdeationShapingPrioritizingOpen-ended, collaborative innovation. E.g. Prune the Product Tree to collaboratively generate ideas.Collaboration tools (such as wikis and forums) to shape ideas.E.g., Google docsPicking High ROI Projects / Features.E.g. Buy a Feature tournaments to collaboratively prioritize projects and take action.

43. Prune the Product Tree: City GrowthDraw a tree. It represents the growth of your city.

44. Add current ideas on how to grow as apples and apples.

45. 5 to 8 stakeholders shape the “growth” of your offering.

46. Captures very rich information about perceptions of the future, timing of new concepts, balance, and relationships among ideas.Understand the evolution of your offering.

47. Prune the Product Tree Online: PreparingPlanners select the kind & number of items that can be placed on the image during the game. Planners choose images to represent growth.Planners define layers and regions so that they will know where players are placing their ideas.

48. Place Initial ItemsAny existing ideas or roadmap items are placed on the tree.

49. Playing the Game!Players collaborate in real-time to place features/benefits (leaves/apples) on the tree.All information is recorded and available for analysisAn integrated chat facility enables you to understand player motivations.Players label and describe their ideas

50. Create Interpretations from the Results of Multiple GamesInterpretationGame 1 ResultsGame results are merged into a new game – which you can edit and shape, further process, or play with additional players. Game 2 Results

51. Step 2: Collaborative ShapingOnce ideas have been identified they are shaped by the project/product teams into a backlogExisting tools, such as shared wikis, shared documents, emails, and chats, help teams shape conceptsThe process typically produces a candidate list of projects and/or product features that is greater than available resourceslocal projectexpensive projectbig projectother projectanother projectthe other thing“infinite” portfolio

52. Step 3: Collaborative PrioritizationGoal? is to take large list and prioritize to a manageable set.use casebug fixarch changedo thisdo thatthe other thingWhere is the “Voice of the Customer?“infinite” backlog

53. Innovation Game® Buy a FeatureA list of 12-20 items (projects) are described in terms of benefits and cost5 to 8 invited stakeholders given limited “budget”, must reach consensus on projects to “buy”Captures very rich information about customer motivations, trade-offs, objections, actual collective needsIn-personProvides rich opportunity for “new” ideasOnlineCaptures data for sophisticated analysis of preferencesPreliminary trials indicate faster/more accurate results than traditional toolsCollaborative Prioritization of Key Ideas

54. Buy A Feature Online - PreparingA list of features with prices. This example is for product concepts for a pair of internet sunglasses“Shirt Sizes” help you quickly price your features – or you can enter a price directly!

55. Buy A Feature Game PlayParticipants.Planner sets their budget.Highly desired items are purchased.Participant bids.An integrated chat facility enables you to understand participant motivations. Here, we learn that participants dislike learning a rental car’s navigation system.

56. Buy A Feature Online - ResultsResults of many games played, sorted by number of times purchased.

57. Many Ways to Play: Parties, Galas, and Tournaments

58. Tournament Structure“Winning” items are promoted each game.Items that win the final game are the most valued items. Play multiple tournaments with random placement of items to control for bracket strength.

59. Tournament Case Study: VeriSign Global Customer Support

60. Let’s Play!http://www.richardsilverstein.com/tikun_olam/wp-content/uploads/2008/11/jonah-art-model-of-small-city-700px.jpg

61. To Learn More…We’re happy to help you learn how Innovation Games® can help you solve complex problems. Luke HohmannFounder & CEOThe Innovation Games® Companycell: (408) 529-0319lhohmann@innovationgames.comInnovation Through Understanding®