Business Transformation and the Social Web
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1. Innovation and change efforts are very high on senior executive's agenda yet most companies fail in their efforts 2. Building a capability to constantly adapt to changing circumstances through innovation leads to continuous transformation 3. The social web with its ability to engage people, facilitate idea creation and aid collaboration is a key catalyst
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Business Transformation and the Social Web
- 1. Business Transformation and the Social Web March 2010 | Stephen Danelutti
- 2. For most senior executives, innovation is a critical success factor Yet most companies fail at innovating successfully
- 3. Likewise, change is a critical success factor and most companies fail at managing change successfully http://www.flickr.com/photos/redvers/532076662/
- 4. Source: Gary Hamel, Aug 2009 Pace of Change past century past decades today Deming McGregor Source: Gary Hamel, Aug 2009 Inflection point Sloan for much needed boost? Rate of McCollum Taylor Innovation 1860 1890 1920 1950 1980 2010 http://www.flickr.com/photos/jurvetson/17095584/
- 5. With mostly failures, something needs to change :) Change is the only constant - constantly changing is key Constant innovation - good way of coping with change http://www.flickr.com/photos/kiwinz/3386588455/
- 6. Leveraging Opportunities Creative Built-in Destruction Resilience Transformation Cycle Continuous loop Aligns people, process, tech with change, innovation, growth http://www.flickr.com/photos/chefranden/193555854/
- 7. The key new catalyst: Social Web Facilitating ideas and serendipity Engaging people and encouraging participation Collaborating and listening
- 8. Social Wikis and networking Blogs tools collaborative Mashups profiling and visualization and data authoring / connecting integration storytelling Prediction markets forecasting and identifying risks Hyperlinks, tags, bookmarks, forms folksonomies Idea banks ideation (idea Peer-based generation) project RSS and management microblogging Task Delivery signalling
- 9. Internal wikis and micro/blogs “Live-Intranets” Communication 1 Knowledge & information exchange Collaboration - activity centered Finding expertise
- 10. Employee and supply chain networks... secure corporate extranets 2 Joint development - co-creation Cost optimisation and efficiency savings Enhanced inventive problem solving
- 11. 3 Open Innovation Public forums, wikis, blogs, ideas platforms Crowdsourcing Large scale innovation events
- 12. Innovation requires experimenting and prototyping Innovation arises from knowledge creation in firm Innovation on a regular basis can prevent inertia Innovation relies on recognition of opportunities Leonard-Barton, 1995; Nonaka & Takeuchi, 1995; http://www.flickr.com/photos/arenamontanus/2849737658/ O'Connor & Rice, 2001; Tushman & O'Reilly, 1997
- 13. Idea source and success factor Trend following and mental inventions 3 failures for every success Congratulations! Need spotting You and your friend have 2 successes for every failure just come up with the next multi million Pound company! Market research 4 successes for every failure Solution spotting 7 successes for every failure Taking advantage of random events 13 successes for every failure Goldenberg, Lehmann and Mazursky, 2001
- 14. Serendipity and social software a heady mix... http://www.flickr.com/photos/shanta/3031425568/
- 15. http://www.flickr.com/photos/parksy/2934000145/ Structure is needed! Idea Idea Idea Technology Process People Rating Comments Idea Lifecycle Projects Action Tasks Knowledge
- 16. Engaging for Change personally committed reformers Co-creation: adding value if included in front end decision forming and change/strategy versus hooligans or spectators Telling the many what has been decided by the few (instructional with little sell) Source: McKinsey 2005 http://infinityoneironaut.deviantart.com/art/People-I-met-139085271
- 17. http://www.flickr.com/photos/honan/3972478030/ Kotter’s change model with a social twist Communicate early, frequently, directly - Bring more on board and empower to act build urgency through immediacy Short-term wins, share, build momentum Source team by expertise and participation Don’t stop with the short-term wins Co-create vision, strategy Create new culture - inculcate learning in new Start without perfect plan, iterate fast way of work
- 18. The S Curve - Adoption Internalisation Commitment Institutionalisation Adoption Trial Use Understanding Awareness Contact Time http://www.seefloridago.com/Photos/Detail.aspx?pid=2664
- 19. The more > Corporate Interaction The greater > Product Suitability The greater > Product Evaluation The greater > Corporate Evaluation http://www.flickr.com/photos/consumerist/411352724/ Study carried out by Stephen Danelutti 1996
- 20. Use technology to “listen”, understand, quickly respond to preferences Integrate marketing with design/ manufacturing - involve customers early in development Customer becomes “co-producer” and Corporate loyal Interaction Study carried out by Stephen Danelutti 1996
- 21. Corporate Initiatives ES Product Ideas crowdsourcing P&G Open Innovation Challenge Ideas4Unilever Dell IdeaStorm PL My Startbucks Idea Branding & Design crowdsourcing LEGO Factory Peer Production Peugeot Muji Electrolux Design Lab Creative M CrowdSpirit Linux Wikipedia XA Co-creation Public Crowdsourcing Spreadshirt zazzle iBridge Network Quirky Science Commons Eureke medical
- 22. Intermediary Platforms ES Research & Development platforms Innocentive TekScout Innoget PL Marketing & Design platforms RedesignMe HR & Freelancers platforms crowdSPRING TopCoder LeadVine Spudaroo M Collective Intelligence & Prediction platforms HumanGrid Open innovation software Inkling Markets spigit XA Intrade Imaginatik NewsFutures Fellowforce Intermediary open innovation services Big Idea Group Idea Crossing Pharmalicensing
Hinweis der Redaktion
- Start at Home, step by step emphasise: - They are platforms that grow - grass roots adoption is BEST start small think big - Initial outlay cf large enterprise tools - Simplicity for users - Flexibility - you don’t need to know exactly what you want cf KM tools folksonomy va taxonomy - Risk Reduction - start with departments, pilot programmes, grow rapidly. - Risk Reduction honeycomb model - everyone’s jobs touch each other in some way - people understand the context under which they do their job and therefore makes people better at doing it.
- Reduced risk in the supply chain - everyone understand the business better Example - Working together on a problem on a project - Building expertise networks - Knowledge sharing in informal forums Q@A - Social networks - shared interested OTHER than their job expertise - motivation
- Mention the IdeaStorm - the know this one. - Transparency - Engaging your customers in your business - Give them better service - Customer Loyalty and confidence Straight to this is frightening for a culture that is not prepared and also very risky.
- sources of new technological knowledge play an important role in shaping innovation systems. Science-based technologies are increasing in importance. New products and services tend to embody a wider range of technologies, increasing the complexity faced by individual firms. UK-based firms make extensive use of customers and suppliers as knowledge sources. The UK Science, Engineering and Technology (SET) base is highly productive and the UK has world class design expertise. Relatively low levels of innovation spend mean that UK-based firms are less well placed to benefit from these or from comparable sources internationally; the capacity to absorb and exploit knowledge defines a firm’s ability to turn knowledge into new products, processes or services. Fundamentally it is people who create knowledge, manage businesses and innovate. Poor skills amongst managers and the workforce more generally have hindered performance. The culture within UK owned firms appears to place less emphasis on creativity. Few firms show evidence of systematic adoption of the human resource management practices typically associated with effective employee relations and a workplace culture supportive of innovation; all investments in innovation need access to finance . Relatively lower levels of innovation spend are probably more due to a lack of incentives and capacity than a shortage of funds, although some financing gaps exist. A past history of macro-economic instability, weaknesses in skills and corporate strategies have all contributed to lower levels of spend; competition provides a stimulus to innovation and helps determine the intensity of competition and the ability of firms to spot opportunities and manage risks. Weak competition policies in the past have reduced incentives to innovate; and entrepreneurship rates are, at best, moderate; customers and suppliers put pressure on firms to deliver better quality goods and services and provide opportunities for innovation. Many UK-based firms compete in global markets and the UK is an attractive market for innovative firms from abroad. The public sector purchased £109 billion of goods and services in 2001-0212. There are major opportunities to make public sector procurement more effective in stimulating innovation while achieving spending objectives and value for money; the regulatory environment affects the possibilities and incentive structures for innovation. OECD comparisons show the UK to be relatively lightly regulated, although there are continuing business concerns about the impact of new regulations. Some firms appear to lack awareness of Intellectual Property Rights (IPR); and networks and collaboration are important means of accessing knowledge. Businesses are increasingly looking outside their sectors for opportunities to collaborate. UK-based firms appear to have many, varied network relationships, but the infrastructure is patchy and relationships appear to be largely driven by short-term decisions.