Innovation ouverte et sociale: utiliser l’intelligence collective

1. The theory2. The tools3. The strategy

David.osimo@gmail.com

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#is11osimo

http://www.diigo.com/user/osimod/hec?type=all

@osimod

Key concepts

The context

• Complex, rapidly changing world• Impossible to keep up with innovation• "There are always more smart people outside

your company than within it.” Bill Joy

DELL• Launched in February 2007 Dell IdeaStorm is a pioneer

project in the use of idea platforms in open/customer inspired innovation with more than 10.000 ideas posted.

Values, not only tools

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What is new?

• From one-to-many to many-to-many• From one-off exercise to continuous

engagement• From institution-led to individual-led• From expensive to cheap• From planned to emergent

What is new  Traditional innovation Open innovation

Mission Enable pre-defined groups/teams working closely together and/or relatively formal collaborative relationships.

Enable individuals to act in loose, ad-hoc collaborations with a potentially very large number of others.

Relationship to organisational hierarchy

Tools reflect the organizational hierarch and roles within them.

Little link to organizational hierarchy

Control of structure Centrally imposed and generally rigid controls

Emergent (=emerges and evolves)

Content originated by

Specialists with authorisation All users - also emergent

Control over users Users/participants are fixed and their roles pre-defined.

Roles by choice and can evolve over time (emergent)

Control mechanisms Formal, rules Norms, examples

Change of content timescales

Slow Rapid

Delivery model Typically on premise commercially licensed software

Range of delivery models including on premise, cloud, commercial, open source, stand-alone, suites or add-ins to E1.0 systems

Range of participants

Colleagues with similar or complementary job roles

Anyone in the organization and potentially outside (e.g. customers)

Links between participants

Peer or hierarchical Links can be strong to non-existent (or 'potential') within the group

Typical tools Knowledge management, knowledge repositories, decision automation

Blogs, wikis, social networking, prediction markets

Communication patterns

One-to-one Many-to-many 9

WHY: the benefits

• Increase ideation rate• Reaching out to new innovators• Leveraging internal innovators• Wider variety of disciplines – thinking outside

of the box• Buzz , creativity and excitement• Shorter time-to-market

Ideamocracy.it

• 5000 Euros prize• 1 month• 63 prototypes/concepts received

The dark side

• Lack of participation• Spam and improper content• Additional workload• Information overload

The dark side

• Lack of participation• Spam and improper content• Additional workload• Information overload

No expectations, Design well, leverage effect(vanity, self-interest)

Monitor daily, critical mass, self-regulated

Link into workstream

User-driven filtering

Different targetsHow to collaborate?

Proximity

Sharepoint

Collaborative tools

Communication (social media)

And email….

What unique insight users have• IT skills: coders and hackers are, generally speaking, better and faster than

organisations at creating applications. • specific thematic knowledge: Wikipedia teaches us that everyone has

something (s)he’s expert on. Peertopatent exploits the technological knowledge on things such as parallel simulation

• experience as users of public services: it is costly and difficult for government to understand the perspective of users. Open feedback channels such as PatientOpinion highlight problems that government would not think about , such as toilets being too low

• pervasive geographic coverage: citizens obviously have a more pervasive coverage of the territory than organisation

• trust: customers trust friends and experts more than organisation. Mums trust other mums better than organisation

• many eyes and many hands: customers are more

PeerToPatent

4 progressive stepsAvoid technical hiccups: number of complaints; degree of innovation (from mature to world first implementation)

Ensure takeup: number of users, number of contributions, number of contributors

No spam: number of spam comments

Ensure high quality content: % of contributions judged as useful; % of new contributors (previously not engaged)

Source: egov20.wordpress.com

Incentives to participation

• Recognition• Meaning• Money

INCA awards

Principles

• Design thinking• Power of pull• Many to many• Serendipity• Positive sum games• Act as a platform• Power of networks

The design thinking process

• Create a core group• Large scale brainstorm • Collaboratively draft a first version• Open up for comments • Create final beta• Go public

Impact : a power law

Use casesUse case Examples

Project collaboration A&O community sites, BlueKiwi at USEO, MindTouch at Planet 9

Awareness Microblogging at Westaflex, Onenote at Pfizer

Induction and training of employees

aRway use of E20, blogging at A&O as corporate memory in view of employee high turnover

Communities A&O, Westaflex community building

Employee engagement KPN internal HR blog, Westapedia

Expertise location KPN blog, LR wiki for expertise location

Innovation mgmt Westaflex, Rite-Solutions prediction market. USEO open community around products. aRway develops innovation with partners

Recruitment Blog about working life at A&O

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Most implementations are internal to the company only.Secondly, with key partners/consultantThirdly, with customers and general public

BenefitsType Example

Agile organisation Better awareness of dispersed teams (aRway, Westaflex, A&O), deal with employee turnover (A&O, Westaflex), access to expertise (Pfizer, A&O), facilitating unplanned innovation (USEO, Pfizer)

Innovation culture Multiplying innovation rate (A&O, Intuit), fostering cross-discipline collaboration (Pfizer), employee and customer involvement in innovation (A%O)

Cross-org collaboration Better collaboration between colleagues and with partners, better access to subject experts

Employee satisfaction More open dialogue with employees (KPN)

Customer satisfaction Better coordination with customer needs (Westaflex, aRway)

Revenue generation New customers and products (USEO)

Cost savings Reduction in email and in travel (Westaflex, Pfizer)

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P&G

EXERCISE

Design an open innovation initiative• What is the problem• How to open it up• Who to engage• How to generate participation

ToolsTOOLS

Ideastorms

• Uservoice• Ideascale• GetSatisfaction• Google Moderator

Q&A

• Quora• Linkedin answers• Yahoo answers

OI Platforms

• OpenIdeo (50K)• Innocentive• Challenge.gov• 100open• Zooppa• Innovation Jam (200K)

Social media

• Blog• Twitter• Commentable documents

EXERCISE

• Create your own platform• Choose one tool• Implement it

Strategy

STRATEGY

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Approach

• nota mandatory and highly structured plan for action. Successful engagement requires continuous tweaking and adaptation.

• a flexible framework for action, which should:- set out the overall goals- ensure coherence between the different initiatives- spell out the key principles, values and criteria for

decision- offer a ressource toolbox of different solutions that

can be applied in different contexts

Example: Stakeholders engagement strategy

Goals• Dissemination beyond the usual suspects• get new ideas and out of the box thinking. • encourage concrete innovation, not only ideas• enable better knowledge management

How: principles• To maintain an open, “many-to-many” approach where stakeholders input is visible and

commentable by all.• - To focus not be on one-off events, but on daily policy-making activities and choose the most

appropriate tools for evaluating, designing and implementing policies.• - To clarify the rules of the game: the impact of engagement should be clear from the outset.

Provide clear guidelines about what is acceptable and not, what is under discussion and not.• - To invest time in online engagement. It not a way for having stakeholders do the work of the EC.• - To make the content as clear, accessible and usable by stakeholders in order to remove barriers

to participation. One cannot expect stakeholders to participate; appropriate incentives have to be identified; and their contribution should be made visible

• - Close the circle of engagement by reporting BOTH INTERNALLY AND EXTERNALLY about the output.

• - To engage stakeholders where they already engage, such as social networks and online communities, and federated content to the DAA website.

• - To embrace online engagement in the long run: participation does not happen immediately but requires time to build trust.

• - To adopt online engagement as the default option in their work, and allow a closed approach by exception which has to be justified.

How: tools

• Ad hoc external platforms• accepting several forms of identification, not forcing

users to register• embeddable in the Europa website• Multilingual• be populated by relevant audiences, where

discussion is already happening• preferably European or with servers based in Europe,• allowing for data portability

Key indicators

EXERCISE

• Design your own open innovation strategy• Context and goals• Principles and tools• Key people to involve• Indicators and targets

Thank you!

• David.osimo@gmail.com• @osimod• Egov20.wordpress.com