Innovation through people collaboration

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Innovation through people collaboration from Jim Lundy

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  • The ability to form and reform teams based on complementary areas of expertise in response to real-time opportunities and threats will become a critical differentiator for flexible, agile organizations. Extending this team-based approach to partners, suppliers and customers will drive more value than what is derived from individual competencies.
  • In response to these market and workplace dynamics, smart companies are forced to re-think how they operate and competeMany are making the transformation from functional-driven to people-driven strategyFunctional-driven organization based on steady-state, 3-5 year plans, periodic change, predictableLikewise, a particular workstyle and culture was adopted to support function-driven org – work optimized for repetitive, transactional tasks Systems and Culture were NOT built for people-driven strategies
  • In response to these market and workplace dynamics, smart companies are forced to re-think how they operate and competeMany are making the transformation from functional-driven to people-driven strategyFunctional-driven organization based on steady-state, 3-5 year plans, periodic change, predictableLikewise, a particular workstyle and culture was adopted to support function-driven org – work optimized for repetitive, transactional tasks Systems and Culture were NOT built for people-driven strategies
  • Innovation through people collaboration

    1. 1. Crowdsourcing In Your Enterprise: People as Your Secret Weapon<br />Jim Lundy<br />VP GM People Collaboration Business Unit<br />jlundy@saba.com<br />
    2. 2. Saba Safe Harbor Statement<br /> The following is intended to outline our general product direction. It is intended for informational purposes only and is not to be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described in this communication remains at the sole discretion of Saba and may change at any time, with or without notice.<br />
    3. 3. The Search for Ideas That Drive Innovation<br />
    4. 4. Agenda<br />Trends in Idea Management<br />Sourcing Ideas: The Role of People and Technology<br />Best Practices in Generating Ideas<br />
    5. 5.
    6. 6. Innovation drives Market Disruption<br />1998<br />2010<br />Disruptive Innovation<br />Search, SaaS<br />
    7. 7. Innovation and Market Disruption<br />1979<br />2001<br />Apple iPod<br />Sony Walkman<br />Disruptive Innovations<br />iTunes Music, Distribution<br />
    8. 8. Collective Intelligence vs. Individual Competencies<br />
    9. 9. The Shift to Socially Enabled Work<br />
    10. 10. Ideas from Video Contests<br />
    11. 11. Ideas from Video Contests<br />
    12. 12. Crowdsourcing on Twitter<br />
    13. 13. Idea Marketplaces<br />
    14. 14. Agenda<br />Trends in Idea Management<br />Sourcing Ideas: The Role of People and Technology<br />Best Practices in Generating Ideas<br />
    15. 15. Where to Source Ideas<br />
    16. 16. Does Your Opinion Count?<br />
    17. 17. Ideas and People<br />
    18. 18.
    19. 19. How Ideas Saved a Big Project<br />
    20. 20. Idea Management Shifts to a Suite<br />Best of Breed<br />Suite Approach<br />Idea Engine<br />Collaboration Suite<br />Things to Watch for:<br /><ul><li>Costs
    21. 21. Integration
    22. 22. Vendor Viability
    23. 23. Lack of Access</li></ul>Part of Collaboration Framework<br /><ul><li>Lower costs
    24. 24. Leverage across entire workforce</li></li></ul><li>Social Network Analysis:Learning How Ideas are Generated<br />Understand<br /><ul><li>Patterns of Interaction
    25. 25. Contribution frequency
    26. 26. Why teams outperform others
    27. 27. High potentials</li></ul>The science of informal work begins to emerge.<br />
    28. 28. Agenda<br />Trends in Idea Management<br />Sourcing Ideas: The Role of People and Technology<br />Best Practices in Generating Ideas<br />
    29. 29. Engage Your Customers<br />
    30. 30. Engage Your Associates<br />
    31. 31. Five Reasons Your Enterprise Needs Idea Management<br />Top Five Reasons You Need an Idea Management Solution<br />Solve Problems<br />Identify new Products<br />Make customers happier<br />Grow Revenues faster<br />You can’t afford not to<br />Contests<br />Customers<br />Products<br />Problem Solving<br />Ideas<br />Innovation<br />
    32. 32. The Need to Change<br />Top-Down<br />Steady state Periodic <br />Fixed target<br />Episodic<br />LinearPlanned <br />Predictable <br />Siloed Work Style<br />Sequential HQ-based<br />Process <br />Programmatic<br />Silo<br />Hierarchical<br />Extended-Enterprise <br />
    33. 33. Pick a Fourth Generation Collaboration Suite<br />Certified Profile<br />Communication<br />Search / Ratings<br />Content <br />Ideas / Issues<br />Discussions<br />Social Analytics<br />Generations of Collaboration*<br />4. Aggregation<br />3. Social<br />2. Real-time<br />1. Email<br />
    34. 34. Summary <br />Ideas are not new, but the way enterprises are harnessing them is different<br />Re-evaluate how you approach innovation and problem solving<br />The technology is changing: Ideas are part of a Social Platform<br />Make it easy, make it fun!<br />
    35. 35. Jim Lundy<br />jlundy@Saba.com<br />Thank You<br />Connect With Us<br />

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