Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

Developing Online Communities for Collaborative Innovation

Collaborative Innovation Communities – where companies and customers collaborate on ideas for new products and services – can be one of the most valuable ways to invest in community engagement. Unfortunately, this type of community is also one of the most difficult to get right. Many companies have experimented with this type of Open Innovation – Lego Ideas, Dell’s IdeaStorm, Starbucks’ My Starbucks Idea – and each of these companies have seen value from the communities. The bad news is that most companies fail because they lack the vision and commitment to see beyond the initial tactic of soliciting customer ideas.

  • Inicia sesión para ver los comentarios

Developing Online Communities for Collaborative Innovation

  1. 1. Developing Communities for Collaborative Innovation Bill Johnston, Chief Community Officer @billjohnston |
  2. 2. Imma let ya webinar, but first: Did you download the worksheet? CICWORK
  3. 3. Autodesk: 2001 – 2007, 2012 - 2015 • Community Strategy Evolution • Forums -> Community -> Industry Communities, including AREA • Autodesk Blogs • Founded the Online Community Roundtable TechRepublic: 1999 – 2001 • IA & UX for Site • Community Programs • 0 – 2 Million Members in > 2 years Dell: 2010 – 2012 • Community Platform Evolution • TechCenter Enterprise Community • Programs: Advocacy & Ideation • IdeaStorm 2.0 • Global Unconference Forum One: 2007 – 2010 • Community Events & Unconference • Online Community Research Network • First Community ROI and Salary Research • Consulting Structure3C: February 2015 • Study on Brands & The Collaborative Economy • Assessment & Ideation Workshops • Community / Crowd Business Models • Product Design • Advisory Services • Speaking & Briefings • Rand Fellow with Life Reimagined Institute
  4. 4. ■ Market Context ■ How Innovation & Communities Relate ■ Evolution of Innovation Communities ■ Examples of Brand & Project-based Communities ■ Planning Worksheet ■ Q&A Workshop-inar Flow “A good idea is a network. …If we are going to explain the mystery of where good ideas come from, we’ll have to start by shaking ourselves free of this common misconception: an idea is not a single thing. It is more like a swarm.” Steven Johnson
  5. 5. We have another breakthrough moment for Community building: ● Markets have never exerted greater pressure on Organizations to predict, understand and respond to customer needs ● Social media EGOsystem hangover. Shifting from ME < WE ● Customers are hungry for meaningful connections and expect mobile-like ease of experience ● Community builders have rich set of platforms, technologies & interfaces to work with. Oh yeah, and also 3.2 Billion people online (~50% of Global Pop.) ● Historically undervalued, Communities (Networks, Ecosystems, etc.) are now critical for growth, innovation and resilience
  6. 6. Companies Face Intense Pressure to Innovate The 33-year average tenure of companies on the S&P 500 in 1964 narrowed to 24 years by 2016 and is forecast to shrink to just 12 years by 2027. 1 2 m/research-state-of-innova tion-report
  7. 7. Networked Companies Create More Value 2014 Study by Deloitte ▪ 40 years of S&P Data ▪ Established 4 types of Models ▪ Network Orchestrators include: Ebay, Red Hat, Visa
  8. 8. ▪ More Loyal ▪ Better Advocates ▪ Spend More ▪ Spend More Often ▪ Co-create products & services Connected Customers Are More Valuable
  9. 9. Innovation: Current Practice 1 2 3 m/research-state-of-innova tion-report Opportunity: X-functional community Opportunity: Internal & External Innovation Communities Opportunity: Community team can shape process & management
  10. 10. ● Company-focused ● Existing Community / Community Platform ● Comprehensive Strategies are rare Brand-Hosted ● Brand-sponsored ● Project-focused ● External Community Platform ● On-demand Community Participation Project-Based ● Multiple Sponsors ● Challenge-focused ● External Community Platform ● Multi-Community Participation Grand Challenge 9 Spectrum of Innovation Communities
  11. 11. Communities & Innovation Types Community > Brand community > Brand community > Grand Challenge or Project-based Community > Grand Challenge or Project-based Community
  12. 12. Brand-Based Innovation Communities
  13. 13. 1. The Social Suggestion Box – Launch an open space for customers to give feedback or make suggestions 2. Overwhelming Backlog – Period where the company can no longer process the backlog and may abandon the community 3. Managed Sprints – Develop a strategy to shape feedback and ideas by introducing a more formal process and constraining topics & time 4. Collaborative Innovation – A significant evolution of programs and platforms that layer ongoing ideation into all design and decision making Evolution of Brand-based Innovation Communities ( Aspirational for most )
  14. 14. Dell’s IdeaStorm Launched in 2007, IdeaStorm was launch as part of a comprehensive, community-based response to the charge that Dell was not listening to its customers. The community was given a comprehensive refresh in 2012 to update design, idea management features, and to roll out new programs and policies. Front End Enhancements • New Home Page: Featured, New & Trending Ideas • Enhanced User Profile: Avatars and Social Profile Connectors • New Member Tiers: Badging with Enhanced Capabilities • Better filtering of ideas – Search • Ability to Promote a Comment to an Extension • Tips Section Added to Idea Posting Page Back End Enhancements • Ability to Host Private Storm Sessions • Improved Duplicate Idea Finder • Automatic Archiving system
  15. 15. Ideation Management Process 14 1. Ideas Submitted - Shaped via Challenges & Storm Sessions 2. Ideas Processed - CM Ensures Ideas Acknowledged & Triaged (24 hours) - Ideas w/ vote count of 100+ move forward. 3. Ideas Acted Upon - Idea Partners own team assessment, communication and response. ! ! ! ! Idea Partner Comm. Mgr. Idea Partner ! Idea Partners Idea Partners PG Starbucks best practice BU ! !
  16. 16. Autodesk Pier 9 & Artist in Residence
  17. 17. GE: firstbuild
  18. 18. Internal Communities & Innovation Catalysts Unconference is a participant-driven event, based on Open Space Technology. ▪ Facilitator drives agenda creation ▪ Participants drive topics and outcomes ▪ Knowledge captured throughout sessions Global Dell Unconferences - Year One ▪ Dell SMaC Talk Unconference – Austin, July 2010 ▪ Dell SMaC Talk Unconference – Bangalore, March 2011 ▪ Dell SMaC Talk Unconference – November, July 2011 Unconference is a participant-driven event, based on Open Space Technology. ▪ Facilitator drives agenda creation ▪ Participants drive topics and outcomes ▪ Knowledge captured throughout sessions Global Dell Unconferences - Year One ▪ Dell SMaC Talk Unconference – Austin, July 2010 ▪ Dell SMaC Talk Unconference – Bangalore, March 2011 ▪ Dell SMaC Talk Unconference – November, July 2011
  19. 19. Project-Based Innovation Communities
  20. 20. Jovoto Jovoto is a crowdsourcing platform with a global creative community of over 80k members. The community can produce a range of things, from next generation business plans to production-ready product design.
  21. 21. Jovoto’s Process
  22. 22. Leadership & Community Management “Open innovation naturally attracts a certain type of creative who are more likely to engage in collaboration in a different way. To nurture this even more, we reward certain behaviours that creates the culture which we want. Creatives who collaborate with and give great feedback to others, have opportunities to win special awards. We also have a team of creative guides who know the client and the community who also give feedback on ideas, as well as support and encourage the creatives. All of this contributes to the unique and supportive culture within our community.”
  23. 23. CrowdSmart creates a means to predict startup success factors by engaging an expert community of investors to score and provide critical feedback to early stage startups. “Collective Intelligence significantly outperforms individual expert intelligence at predicting the success of a new products, services and startups.” CrowdSmart Tom Kehler Chief Scientist @ CrowdSmart
  24. 24. The most common limiting factors to Crowdsourcing initiatives are one, or a combination, of the following: 1. Engaging the right crowd: Perhaps the most critical challenge in crowdsourcing is finding, and then engaging, the members of the crowd with the knowledge, skill and motivation to participate. Without domain knowledge and skill crowdsourcing produces only low quality results. Without motivation, you have unrealized potential. 2. Creating an iterative development process: One of the early corporate adopters of crowdsourcing, Dell’s Ideastorm, learned early on that creating an experience that solicits ideas without giving the community the ability to refine and evolve the ideas is a waste of time. After collecting over 10,000 ideas in the first 2 years of IdeaStorm, Dell was left with 9,750 that couldn’t be implemented, causing frustration for the company and their crowd. By introducing multi-staged challenges dubbed “Storm Sessions”, Dell was able to source and develop products with their crowd, most notably Project Sputnik, the first Linux-based laptop for developers. 3. Developing short and long-term feedback loops: The process and infrastructure required to support short-term feedback loops is difficult and labor intensive, requiring personal interactions and manual data management. Longer term feedback loops that include market data are currently next to impossible. 4. Creating intelligence from crowd data: The amount of data a typical crowdsourcing initiative produces is overwhelming, and managing this data to create knowledge and insight, even moreso. Consider the amount of manual processing and scoring overhead associated with the 25,000+ ideas in the previously mentioned Dell IdeaStorm example. Lessons Learned from CrowdSmart (so far)
  25. 25. Ideation & Planning Exercise
  26. 26. Focus: Which business functions? Desired Outcomes: New / enhanced products, services, business models? Key Decisions to Get Started What Community Stakeholders Will Need to Engage? Leaders, Experts, Creators, Critics, Advocates, etc... What Incentives Will You Offer? How do the participants want to be compensated / acknowledged? How Will You Handle IP? Owned or Shared? What Extended Stakeholder Support Do You Need? Internal participants / partners? Where Will You Host the Community? Brand Hosted or Project-Based?
  27. 27. EXERCISE: Page 1 ( ) 10 min 5 min 5 min 5 min
  28. 28. 10 min New Subscription Product Co-create a new subscription model for vacations Participate in ~6 week virtual design sprint Rate ideas Vote on final Partner Jovoto supplies platform, expertise and design community. Manages process Attracted by partner and Co promos adds to creative & idea pool 10 min EXERCISE: Page 2
  29. 29. Resources Structure3C Blog Structure3C Newsletter Reports / Articles Cited: Innosight Corporate Longevity Report 2018 CB Insights: State of Innovation Report 2018 HBR: The 4 Types of Innovation and the Problems They Solve
  30. 30. END