Fast adoption of collaborative online ideations in novozymes for j.boye web and intranet conference in aarhus 6-8 november 2012 - frank hatzack-slideshare
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Collaborative online ideations are a novel approach to engage global crowds in idea generation and collaboration on the generated ideas. Inventors can post ideas and collaboration can happen through commenting, dot-rating the idea, following the idea or the inventor. We found in accordance with the theory of Nooteboom et al, that absorbative capacity of the organization is critical to absorb the innovation potential unleashed by the crowd. The crowd's innovation potential is significanly and positively correlated with its diversity - thus making diversity a key asset in social innovation. We witnessed fast adoption of online ideations in Novozymes and explain this by (1.) sufficient pre-existing abrsorbative capacity andf (2,) a company culture which has engagement and empowerement as key values.
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Fast adoption of collaborative online ideations in novozymes for j.boye web and intranet conference in aarhus 6-8 november 2012 - frank hatzack-slideshare
- 1. RAPID ADOPTION OF COLLABORATIVE ONLINE IDEATIONS Frank Hatzack Presented at Innovation Office J.Boye Web & Intranet Novozymes R&D Conference, Aarhus fhat@novozymes.com 6-8 Nov 2012 @frankhatzack
- 2. ABOUT NOVOZYMES Novozymes is the world leader in bioinnovation. Our business is industrial enzymes, microorganisms and biopharmaceutical indgredients. We provide business-to-business biological solutions used in the production of numerous products such as biofuels, detergents, feed and crops. Key figures (2011) Employees: 5800 Turnover: 10.5 billion DKK Patents: 6500 Listed on Copenhagen Stock Exchange (NZYB) Visit us at www.novozymes.com
- 3. OUR COLLABORATIVE ONLINE IDEATION STORY IN A NUTSHELL 2011 Collaborative Online Ideation (COLIN) was started in R&D to find growth bets Why were we 2012 successful in R&D? Success in R&D triggered fast adoption by the rest of the Why was adoption fast? organization What did we learn about ‘going social’?
- 4. DREAMING ABOUT ‘COLLABORATIVE & SOCIAL’ "IF YOU WANT TO BUILD A SHIP, DON'T DRUM UP PEOPLE TO COLLECT WOOD AND DON'T ASSIGN THEM TASKS AND WORK, BUT RATHER TEACH THEM TO LONG FOR THE ENDLESS IMMENSITY OF THE SEA." ANTOINE DE SAINT EXUPÉRY
- 5. COLIN USER INTERFACE powered by SIMPLICITY & FAMILIARITY are the name of the game
- 6. COLIN PROCES - EXAMPLE 2 weeks 1 month SCOPE MOBILIZE ONLINE SCREENING MATURATION PITCH ANCHOR the topic the crowd IDEATON identifying top of top ideas top ideas to in sponsors line pool of ideas & ideas sponsors of business comments New competencies Pre-existing competencies
- 7. RAPID ADOPTION ACROSS THE ORGANIZATION 45 84% 112 39 80% 75 438 75% LEGEND 319 users 62 =PUSH 76% %active 38 ideas =PULL 14 83% 29 58 91% 42 59 95% TOTALS 76 26 1009 users 70% 145 48 75% active users 75% 871 ideas 222 100% R&D Q4 Q1 Q2 Q3 Q4 2011 2012
- 8. OUTCOMES New Opportunities Strategic Beacons New Teams Image sources Beacon:www.konstantinou.nl Think Big: www.bobbotsford.com A-team: http://springboard.com
- 9. FAST ADAPTATION – WHY? Successful first movers have many followers A tool&process gap was filled company culture
- 10. FACTORS OF SUCCESS Strategic alignment Timing Endorsement Engagement Crowd diversity Expectations Company culture Capacity to absorb Process SIMPLICTIY Incitaments
- 12. MARIA’S KEY FINDINGS Diversity dimensions: seniority, tenure, rank, site Statistical method: Fisher’s exact test
- 13. IMPLICATIONS OF MARIA’S FINDINGS Value of diversity DIVERSITY MATTERS! Optimization of diversity Cost of diversity
- 14. THE THEORY BEHIND DIVERSITY & INNOVATION OPTIMAL COGNITIVE DISTANCE & ABSORBATIVE CAPACITY Nooteboom et al. (2007) in: Research Policy, vol 30, issue 7, pp 1016–1034
- 15. COMPANY CULTURE IS CRITICAL FOR MOBILIZED DIVERSITY OUTPUT CROWD composition MOBILIZATION external extrinsic COMPANY culture motivators CULTURE
- 16. COMPANY CULTURE PEOPLE LONG-TERM VALUES NURSING CONTINUITY SENSITIVITY
- 17. NOVOZYMES’ CULTURE HERITAGE ”THE COMPETITIVE ADVANTAGE OF POSITIVE AND CONSTRUCTIVE HUMAN RELATIONSHIPS” ”PUSHING ACCOUNTABILITIES AND DECISION-MAKING POWER AS FAR OUT IN THE ORGANIZATION AS POSSIBLE” Mads Øvlisen Former CEO of Novo Nordisk
- 19. 19 11/6/2012 NOVOZYMES PRESENTATION WHAT DID WE LEARN ABOUT ’GOING SOCIAL’ ? PEOPLE DIVERSITY CULTURE VALUES …NOT TECHNOLOGY CONTEXTUALIZING STRATEGIC ALIGNMENT CULTURAL BASIS ORGANIZATION’S CAPACITY TO ABSORB WHAT IS UNLEASHED
Hinweis der Redaktion
- Background: FHAT has been invited to this international conference to present this case which is of relevance in the field of ’going social’: Almost all major companies are developing and executing their intenal and external social and collaboration strategies these days. Novozymes COLIN example sticks out because it shows fast adaption of a dedicated colleboration/social tool in an organization which has the right cultural & innovation basis.
- This is a very short and basic slide since the audience at J-Boye conference is not bio-tech – but needs to know nevertheless what NZ biz, keyfigures and mission is.
- This is to summarize and frame the presentation – a help to manage audience expectations.
- This is tp set the scene: what is the overarching vision with collaborative & social tools? My point is: it is about hearts and minds of people and it is about culture. NOT about technology, not about ’ego’ or ’coolness’…
- The point is: NOSCO interface is simple and familiar to most people who use widespread social media such as FACEBOOK in their private lifes.
- Process needs to be shown to the audience to make it clear that this is a dedicated and highly designed social collaboration proces. It is in that resepct *different* from the Enterprise Social Network concept which focusses on self-sustained communities and their news-feeds. This important for the audience ot understand. IMPORTANT is also to state that the last 4 steps leverage existing practice in the company to screen, mature and valuate&anchor new ideas: We have a program called RIC – which has built up a practice and mind-set around innovation and new ideas over 5 years. I f we wouldn’t have had this track record we would have faced much bigger challenges in ’absorbing what was unleashed’
- This slide depicts the rapid spread of COLIN as a tool in NZ. It shows the sizes of all camapings expresses in the dimensions: number of uders. % of users active and number of ideas generated. The colour code also indicats if a given COLIN was a ’push’ COLIN – meaning where I.O. pushed planning & execution or wether it was a ’pull’ COLIN – meaning another department of NZ requested IO to plan and facilitate a COLIN for their specific purposes. The significance of what happened in NZ becomes clearer when compared to the few literature data – e.g. the GE Energy Business Case – which shows a much lower activity% and output. This underliens the need for strong expertise on how to COLIN (provided by NOSCO) and cultural & organisatorial readiness as found in Novozymes. GE Energy Business1236 users54 ideas15% activeShears 2009
- Outcomes are described only qualitatively because of content confidentiality. Exact nature of outcome is also not relevant for this audience in particular.
- In dark colur ’generic’ reasosns for fast adaption are givenIn green colour specific NZ factors are shown
- Same color use as in slide before: Dark panel contains ’generic’ succes factors and green panel shows NZ specific factors
- Maria’s thesis is a systematic account and statistical analysis of GB11 – focusing on DIVERSITY. The point is: scientific study and subsequent reflection are key learning steps for us to understand what happened and why and what the implications are in our work going forward.It is a widespread gut feeling that Diversity is good for collaborative innovation – but scientific proof and underlying case studies from the ‘real world’ are rare. Maria’s work has pioneering character in that sense. From gut-feeling to scienctific evidence.And: It is not the only scientific work which we carry out with CBS here: we have a another paper submitted and third one in the making.
- This slide is key for understanding the main point of Maria’s thesis: Diversity as measured on the dimensions of: participants geographical & organizatorial placement, seniority, and hierarchy - is significantly and postitively corrrelated with idea quality (i.e. wether an idea ended up in the top 25 group of GB11 ideas).Note: the significance levels of diversity measured on (a.) idea inventors level and (b) commentator level are different. This is explained by the fact that the obervation sample sizes (number of inventors) and number of commentators was very different: Higher number of commenting observations results into higher significance levels in Fisher’s exact test.
- So the implications of her findings is: Diversity seems to matter al lot in order to achieve high-quality ideas in on-line ideations. It follows that DIVERSITY has a VALUE in its self, DIVERSITY can be seen as an ASSET – which needs to be optimized to increase result quality. It also follows that OPTIMIZATION of diversity coems at a cost: diversity needs to be created / designed and managed for the optimal crod exercise.
- The theory of Nooteboom et al. puts Maria’s findings into a theoretical context:The concept-terms Cogninitive Distance (= waht Maria calls Diversity) and Abosbative Capacity are key. Again: this interrelation between the two seems intuitive but Marias findings provides quantitivate evidence which is in accordance with Nooteboom.
- This slide shall clarify:As a collaborative / social community manager I do have relatively limited and only short-term / short-lasting leverage to energize and mobilize my crowd to produce value-added outcome.I have 100% control over it’s composition though…. So that is important to get right.But, what is a right crowd compositon? Well, it is to reflect Marias’ findings, it is to be OPTIMIZED DIVERSITY… On teh crowds overal motiviation I have relatively little influence:I have no influence on their external cultural values,I have only some influence on extrinsic motivators (= incitaments like prizes, a good pre-campaign communication, gameification elements in the campaign etc).- the major success critierium or ”Crowd-Enabler” is in my eyes the Company Culture – which we only have a long-term influence on…
- This is to make the point how important and long-term a factor company culture is. It also makes the point that company cultures are easily disrupted through discontinuation events (carve outs, mergers, leadership changes etc). We have been very priviliged in NZ that we had no major disruptions in our history and we always nurtured our own people-centric cultural heritage. (next slide).
- This is the nucleus, the center piece, the core of our cultural heritage and cultural reality today.MØ is the iconic figure of it and his legacy is still alive and strong.It is in essence about empowering each and every employee to set free their incredible potential. AND it is also about the competitive advantage of positive and constructive raltionships between humans.Evidence for what I am saying is:NZ has ended up repeatedly in top placings in international surveys on employee satisfactions.NZ measures employee satisfaction regularly and on multiple dimensions. Leadership strategies for departments and areas reflect/incorporate survey resutls.Leaders with unsatisfactory scoring on emplyoyee satisfaction have to take fast consequence to improve scores. This process is called facilitation and is supported and followed by HR.
- One slide about incitaments in NZ: We had long discussions when we were planning our first COLIN: Who and with what should we incentify people? What prizes to award? We came to the consensus that symbolic and cheerful gifts where thee best choice for us in our culture. This is why we awarded stuffed animals to winners in the idea competition + plus a positive appraisal in an intraweb article. This triggered only positive feedback, not only by the winners but from the majority of people involved. We got confirmation that our colleagues perceive fame and popularity in their crowd of peers as a very significant positive enforcement. We didn’t hear from anybody that they would have preferred an iPad or and MIT course. We believe that we chose the right awards in accord with our cultural basis.