Prizes Summit
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Presentation by Roland Harwood at Prizes Summit in London on April 8th 2011
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Prizes Summit
- 1. Prizes Summit8th April 2011 06/04/2011 1
- 2. 06/04/2011 2 Innovating with partners by sharing the risks and the rewards. What is open innovation?
- 3. April 6, 2011 3 Know-How & Know-Who?
- 4. 06/04/2011 4 Tap into Intrinsic Incentives “For complex and creative tasks, financial incentives have a negative impact on performance.” Dan Pink
- 5. 06/04/2011 5 (Reluctant) PioneersLEGO Lego Mindstorms is LEGO’s most successful product range ever and has helped shift their strategy from a toy manufacturer to an innovation platform.
- 6. 06/04/2011 6 Find your top 1%, and understand what motivates them. Lessons Learned
- 7. 06/04/2011 7 Virgin Atlantic Virgin Atlantic’s return on investment has been 10:1, better value than using a commercial third party for system development, and for more radical ideas.
- 8. Askinteresting questions. 06/04/2011 8 Lessons Learned
- 9. E.ON Power to the People is a customer-led innovation programme from E.ON. 90% motivated by opportunity to share/discuss ideas and 27% of the community motivated by prizes. 06/04/2011 9
- 10. 06/04/2011 10 Start at the end. Lessons Learned
- 11. Orange 06/04/2011 11 By asking great questions and being clear about the process, criteria and timelines, Orange were able to source a major new service, Last Second Tickets & flagship App, Do Some Good.
- 12. “Not all the smart people work for you.” Bill Joy 06/04/2011 12 Lessons Learned
- 13. 06/04/2011 13 McLaren & NATS McLaren’s predictive F1 software allows air traffic controllers to predict how aircraft are likely to act at airports, overcoming costly and dangerous uncertainty.
- 15. Start at the end.
- 18. 06/04/2011 16 Thank you Roland Harwood Co-Founder & Networks Partner South Building | Somerset House | Strand |London | WC2R 1LA Phone: +44 (0)20 8133 1006 Email: roland@100Open.com|david@100open.comWeb: www.100Open.com Twitter: @rolandharwood | @deeyesbee
Notas del editor
- DavidWe recently ran a customer co-creation programme with E.ON where we were initially a little overwhelmed by the number of ideas submitted and felt pressure to respond to them all. The trick here was to sit back for a little while and let the community do the heavy lifting. i.e. have voting or commenting mechanisms on your online community which allows other members of the community to sift out the best ideas and let the cream rise to the top. Of course you still need to dip in occasionally if the community has mistakenly got carried away with creating 'a perpetual motion machine' but actually this seldom happens, and it's about enabling and trusting your community to do the right thing.
- RolandMobVol first then OSCR (link to P&G)Last year we ran another project with Orange which was about crowdsourcing social media applications. The initial challenge was targeted at social entrepreneurs, charities and technical developers and so was slightly complicated in scope and we started with a very difficult challenge. However through much discussion and debate we managed to boil down the challenge to the following question: "How can people do good in 5 minutes or less using their mobile phone?" which is much easier to understand and really seemed to capture the imagination of the target audiences. The trick here is to ask open questions that are both not too broad but also not too specific, but instead aim for the sweet spot between these two extremes where there is room to be innovative.
- RolandFind your top 1% and understand what motivates them. – Virgin AtlanticEnable and trust the community to do the heavy lifting. – EONStart at the End. – P&G vs OrangeAsk open and interesting questions. – OrangeDevelop your peripheral vision. – McLaren & NATSSet ambitious targets (and publish them widely). - Oracle