9. 100%Open 20149 February 2015 9
Chatham House Rules
Participants are advised not to
share anything confidential, and
so are free to use any information
received, but neither the identity
nor the affiliation of any other
participant, may be revealed.
12. 100%Open 2015
UKWIR Project Steering Group
Name Company Role
Paul Henderson Welsh Water Client Manager
Hans Jensen UKWIR Client Manager
Lewis Jones South West Water Steering Group
Mark Keen Southern Water Steering Group
Martin Bradley Welsh Water Steering Group
Mark Jones Severn Trent Water Steering Group
Kieran Brocklebank United Utilities Steering Group
Mark Williams Scottish Water Steering Group
George Ponton Scottish Water Steering Group
Chris Jones Northumbrian Water Steering Group
Paul Rutter Thames Water Steering Group
Sarah Gledhill Yorkshire Water Steering Group
Barrie Holden Anglian Water Steering Group
Steve Whipp Independent Project Manager
UKWIR Project Steering Group
13. 100%Open 2015
Why are we here?
The UKWIR Programme Group asked:
• “Are we missing an opportunity by not undertaking open innovation?”
• “How could we benefit from undertaking Open Innovation with a much wider
community than we traditionally turn to for ideas?”
• “How would we run competition to stimulate new ideas that might be better if
they actually are generated by our customers?”
• “Could use of social media be an opportunity to influence customers through
providing better communication and understanding which would lead to a more
empathetic relationship”
The UKWIR Board sees this as a novel project but one that is entirely appropriate and an
activity which is “safe” in working under the UKWIR Brand.
We have reviewed open innovation facilitators from around the World and 100%Open
has been engaged to lead us through an exercise to answer these questions.
Why are we here?
UKWIR PM03 A Design and Innovation Competition 100%Open challenge design workshop 28 Jan 2015
14. 100%Open 2015
Outcomes from today
To:
• provide an understanding of open web-based crowd
sourcing to provide innovative challenge solutions,
• discuss options for development of an UKWIR
demonstration challenge,
• agree the topic(s) and scope of challenge(s) as well as to
learn about and agree the language to be used,
• agree involvement of working group in the challenge.
Outcomes from today
17. 100%Open 2015
Birthday Paradox
9 February 2015 17
The probability of 2
people sharing the same
birthday is over 50%
with just 23 people in a
group, and 99% in a
group of just 57 people.
19. 100%Open 2015
3 Minute Joint Venture
1. Turn to somebody you don’t know.
2. Introduce yourselves to each other.
3. Find something you could do together.
4. Give your joint venture a name.
22. 100%Open 20159 February 2015 22
22
More important to us
Less important to us
Sub-contract Archive
Do it ourselves
Open
Innovation
Within our
capability
Outside our
capability
Open Innovation
23. 100%Open 20159 February 2015 23
Two Models of Open Innovation
• Starts with ‘what’ question: an innovation
brief detailing a specific unmet need
• Is a competitive marketplace amongst
customers, suppliers or users
• The innovation process is mediated by a
Trusted Agent
• Innovations are extracted through a
linear process
• Tend to be internal routes to market (e.g.
license deals)
Discover
• Starts with a ‘who’ question: finding
partners to explore a broad opportunity
• Is a cooperative community & process ,
with customers, suppliers or users
• The innovation process is facilitated
through a Catalyst
• Innovations are built using an iterative
process
• Tend to be external routes to market (e.g.
joint ventures)
Jam
26. 100%Open 2015
2 degrees of Separation
9 February 2015 26
"There are more smart
people outside your
company, than within it.
It’s the law of numbers.
Be adaptive.”
Reid Hoffman
30. 100%Open 2015
Explore > Extract > Exploit
9 February 2015 30
“Open innovation is a
U-Shaped Process.”
Paul Vanags
31. 100%Open 2015
Outcomes
9 February 2015 31
Outcomes
Co-created a new
open innovation
strategy that was
approved by CMO
and currently in
process of being
implemented.
100’s of social
media marketing
insights codified
and synthesised
based on 10,000’s
social media
comments.
New £10m ideas
co-created with
5000 customers
including an E.ON
electric vehicle
breakdown
recovery service
New LEGO Ideas
platform with
500,000 customers
leading to several of
LEGO’s most
profitable recent
product launches.
Flexible giving app
co-created and
prototyped with
Oxfam donors and
customers and now
in process of being
built.
Successfully
launched Somersby
in Switzerland
reaching 20% of the
population without
traditional media
activity.
32. 100%Open 2015
3 + 1
9 February 2015 32
1. What three things could
we take from these case
studies?
2.What one thing does not
apply from these case
studies and why?
45. 45
Creating community focused
social media channels
Building trust in our communities
Providing a contextual customer
experience
Social Media at Affinity Water 2015
62. 100%Open 2015
Introduction to Interesting Questions
9 February 2015 62
Open innovation only
works if we ask
Interesting Questions.
63. 100%Open 2015
Interesting Questions
9 February 2015 63
An Interesting Question is a summary of our challenge in less than 20 words.
Writing it in this way serves to focus our minds on what we actually want
An Interesting Question serves as an advertisement for our challenge and should
be understandable and memorable
1. Imagine it on a poster in a local park. Will it interest passers –by?
2. It needs to be jargon-free so it can be understood by a wide non-
technical audience. Specialists will still understand it!
3. Does it contain an interesting proposition for our innovation partners?
If 1+2+3 then our Question is probably qualifies as interesting to innovators.
64. 100%Open 20159 February 2015 64
Our Questions need to be as Interesting to our colleagues as to our
audience (or they won’t be interested in the answers and the innovation
will be unlikely to reach the market)
1. Does our challenge qualify as an urgent and important need,
rather than merely a want?
2. Would answering it increase growth or avoid a serious market
issue?
3. Is it a question that we have failed to answer internally?
If 1+2+3, our question probably qualifies as ‘interesting’ to our
organisation.
Interesting Questions
66. 100%Open 2015
Interesting Question Examples
1. “How can we double the fun of the LEGO play experience?”
2. “How can the LEGO Group reduce the likelihood of static in the production
atmosphere all year round, regardless of weather conditions?”
3. “Can you help P&G eliminate tomato stains fast?”
4. “How can people wash their clothes, their homes or their bodies, with just 1
cup of water?”
5. “How can people do good using their mobile phones in 3 minutes or less?”
6. “Orange invites proposals for innovative products, services, solutions or
business models that grow audience share, increase customer loyalty and
create significant revenues (in excess of €20m over 3 years) through web,
mobile and TV propositions.”
7. “How can we measure energy in more meaningful ways than kWh or
money, so that people use less?”
8. “How can we get people competing or collaborating to use less energy?”
67. 100%Open 2015
Asking Interesting Questions
67
1. Please develop 3 – 5 interesting questions
2. Write for as wide an audience as possible, beyond the
usual suspects.
3. Understand the motivations of your chosen audience.
4. Write your challenge like a newspaper headline or poster.
5. Be polite and enthusiastic in tone.
6. Before publishing we are now going to ask you to try it out
on a sample of your audience (your colleagues).
74. 100%Open 2014
Feedback
9 February 2015 74
1. One thing that worked well/I enjoyed
was…
2. One thing you would do differently next
time was…
3. Anything else…
75. 100%Open 2014
Project contacts
9 February 2015 75
Roland Harwood
Co-Founder & Networks Partner
100%Open | Somerset House | West Wing | London | WC2R 1LA
Phone: +44 (0)20 7759 1050 | +44 (0)7811 761 435
Email: roland@100Open.com | david@100open.com
Web: www.100Open.com
Twitter: @100Open
Hinweis der Redaktion
This is the journey we’ll be going on today…to design our challenge. We are asking for your input to shape this challenge..
In this interactive session we will explore how we are all just one conversation away from pretty much everything and anything, and share first hand accounts of what brands like LEGO, P&G and Oxfam are doing about it to harness new insight, ideas and innovation.
What can science learn from open business – doesn’t mean open about everything to everyone, open is not the same as free, give to get, global scale impact,
What can business learn from open science – citizen science, peer review publishing, reputation based incentives, people scale networks
Roland – Long line of academics, Trained as a scientist, Peter Higgs, Got bored almost immediately
100%Open – Open innovation agency – LEGO, P&G, Orange, E.ON – strategy, workshops, crowds
What can science learn from open business – doesn’t mean open about everything to everyone, open is not the same as free, give to get, global scale impact,
What can business learn from open science – citizen science, peer review publishing, reputation based incentives, people scale networks
Roland
Interesting to you – interesting to them
ROLAND
SEAN to describe the 6 steps of co-creation and refer briefly to e.on and Oxfam
Would like to get more background on the 6 step model too.
ROLAND to mention a little about what we did with Barclays, P&G, LEGO, Carlsberg (if there is time)
2 degrees of separation
Birthday paradox
SEAN to describe the 6 steps of co-creation and refer briefly to e.on and Oxfam
Would like to get more background on the 6 step model too.
ROLAND to mention a little about what we did with Barclays, P&G, LEGO, Carlsberg (if there is time)
What have you done in this area – what have you learned?
A great customer experience that understands the context of each customer as much as possible, and delivers that great customer experience to everyone, every time.
70% of our social media contact is as a result of a service failure.
30% of our social media contact is a 2nd contact i.e. they have already contacted us by another means
We average 76% positive sentiment rating via social media. This is higher than our NPS and NES scores.
Web hits increasing - 51% of all our incoming contact is digital and we reach a milestone of 1million in the last year.
Incident in Surrey showed the power of social to mobilise a community, but also showed our approach is successful. Be open and honest. Our biggest detractors became some of our most important stakeholders.
We are receiving contact that we haven't experienced before in our contact centres. We are now getting insight about how our customer really feel about us out in the community, not just at the point of transaction.
The emotive nature of our service means that when things go wrong our customer are unequivocal.
We are a part of customers communities and a lot of people are talking about us.
We want to have our share of the conversation, but don’t try to dominate.
The more conversations we have on social media, the more people have used it as a point of contact.
Our customers want to transact in real time and in public
The majority of CS conversations end positively (or they don’t reply)
Love your communities and be passionate about serving them… they might just start to love you back <3
Too narrow – we need a chemical engineering firm who can provide us with a polymer material that can withstand heat of 1000 degrees and maintain it’s flexibility and strength
Too broad – we want to solve climate change/world peace or we want to make more money/get good new ideas for our business
Just right – see next slide
The rest of us take notes:
How interesting for us and our innovation partners
How to make each question even better/clearer/sharper
Why is it interesting to our audience?
Will people be excited by it? Will they send it to their friends or contacts? Do they have a realistic chance of a reward by answering it? If so our question qualifies as ‘interesting’ to our audience.
Interstitial page
Use this page to divide sections of the presentation.