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Open innovation ravensbourne
- 1. 100%Open 2014 Open Innovation at Ravensbourne Roland Harwood 100%Open 19 November 2014 1
- 2. 3 Minute JV
- 3. 19/11/2014 © 100%Open 2009 3 3 minute JV “A new idea is nothing more or less than the combination of old elements.” James Webb Young
- 4. 19 November 2014 100%Open 2014 4
- 5. 19 November 2014 © 100%Open 2014 5 The Birthday Paradox What are the chances that two people in this room share the same birthday?
- 6. 100%Open 2013 The Birthday Paradox 19 November 2014 6 The probability of 2 people sharing the same birthday is more likely than it is unlikely (i.e. over 50% probability) with just 23 people in a group, and virtually guaranteed (i.e. 99% probability) in a group of just 57 people.
- 7. © 100%Open 2014 Give > Get 19/11/2014 7 “Connect on your similarities, and benefit from your differences.” Valdis Krebs
- 8. 100%Open 2014 100%Open Clients 19 November 2014 8
- 9. 100%Open 2014 100%Open Networks 19 November 2014 9
- 10. 100%Open 2014 Innovation is… 19 November 2014 10 Innovation is…?
- 11. 19 November 2014 © 100%Open 2014 11 Innovation is… Innovation = Problem x Solution x Execution
- 12. 100%Open 2014 Open Innovation is… 19 November 2014 12 Open innovation is…?
- 13. 19 November 2014 © 100%Open 2014 13 Open innovation is… Innovating with partners by sharing the risks and the rewards.
- 14. 100%Open 2014 100%Open Process 19 November 2014 14 Explore Extract Exploit Identify interesting questions and potential partners. Shortlist partners and develop and test investable propositions Taking products/services to market & implementing new processes.
- 15. 100%Open 2014 Explore > Extract > Exploit 19 November 2014 15 “Open innovation is a U-Shaped Process.” Paul Vanags
- 16. 19 November 2014 100%Open 2014 16 Two Models of Open Innovation Discover • 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) • 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
- 17. 100%Open 2014 2 degrees of Separation 19 November 2014 17 “No matter who you are, most of the smartest people work for someone else.” Bill Joy, Sun Microsystems
- 18. 100%Open 2014 Open Business? 19 November 2014 18 Collaborative Co-Creative Cooperative Closed
- 19. 100%Open 2014 19 November 2014 19 Case Studies www.100open.com/co-lab-test/
- 20. 19/11/2014 20 © 100%Open 2014 Case Study – The LEGO Group We helped LEGO create their open innovation strategy and develop an ideas platform rolled out to all employees and to an external community of 500,000 people.
- 21. 19/11/2014 21 © 100%Open 2014 Case Study – P&G We have designed and ran various open innovation challenges with P&G, creating new productive partnerships with their customers, suppliers and other brands.
- 22. 100%Open 2014 22 Case Study – Everything Everywhere 19 November 2014 We helped Orange and EE develop two crowdsourcing programmes creating a €50m new service called EE Tickets, and a charitable giving app call Do Some Good.
- 23. 19/11/2014 23 © 100%Open 2014 Case Study - Oxfam We worked with Oxfam to train their senior leadership team in innovation and to design a new innovation toolkit and internal innovation platform.
- 24. 19/11/2014 24 © 100%Open 2014 Colombia CO4 CO4 is a government-led national programme with 12 of the largest companies in Colombia on 30+ innovation challenges to source solution providers globally.
- 25. 100%Open 2014 Case Study - DFID 19 November 2014 25 100%Open have been appointed to DFID in evaluating a new programme called Amplify & the first challenge is about women’s safety in low income urban areas.
- 26. 19 November 2014 100%Open 2013 26 Questions or Clarifications? Questions or Clarifications?
- 27. 100%Open 2014 3 + 1 19 November 2014 27 1. What three things could we take from these case studies? 2. What one thing should we not we take from these case studies and why?
- 28. 100%Open 2014 Summary Business Benefits 1. Superior Information Flow 2. Trust = Power to Influence 3. Innovation Fitness 19 November 2014 28
- 29. © 100%Open 2012 And finally 19/11/2014 29 “Innovation is a by-product of engaged networks.” Verna Allee
- 30. 100%Open 2014 Planning for Open Innovation Who Who could provide the capabilities we need, and who needs to be in the team - customers, employees, stakeholders etc? What What type of innovation are we seeking through our innovation programme - products, services, processes, experiences etc? Where Where and how will we and our innovation partners create value? What incentives and metrics are most important? Why Are we co-creating because it’s faster, cheaper, better? What alternative approaches could yield the same results? How How are we going to engage with our open innovation partners? What do they care about? What could and should we offer them? When What is the best process to achieve our objectives and which teams and processes do we need to interface with, and when? 19 November 2014 30
- 31. 100%Open 2014 Toolkit http:// 19 November 2014 31 toolkit.100open.com
- 32. 19 November 2014 100%Open 2014 32
- 33. 100%Open 2014 Toolkit 19 November 2014 33 1. Co-Lab Test
- 34. 19 November 2014 100%Open 2014 34 Co-lab Roles Activators Connectors Producers Explorers Influencers Cultivators
- 35. 19 November 2014 100%Open 2014 35 Collaborative Innovation Landscape 1 to Many C o l l a b o r a t i o n I n n o v a t i o n Ideas Implementation 1 to 1 Reference: 100%Open, SPM Model, Cranfield University
- 36. 19 November 2014 100%Open 2014 36 Co-Lab 6 Social Collaboration Archetypes 1 to Many C o l l a b o r a t i o n I n n o v a t i o n Ideas Implementation 1 to 1 Activator Influencers Cultivator Explorer Connector Producer Reference: Jankel Collaboration IQ
- 37. 100%Open 2014 37 Co-Lab Test 19 November 2014
- 38. 100%Open 2014 1 to Many Explorer 30 25 20 15 10 5 0 Connector Producer Activator Influencer Cultivator 19 November 2014 38 Co-Lab Dominant Traits Ideas Implementation 1 to 1 Activator Influencers Cultivator Explorer Connector Producer Reference: Jankel Collaboration IQ
- 39. 100%Open 2014 Toolkit http:// 19 November 2014 39 www.100open.com/co-lab-test
- 40. 100%Open 2014 19 November 2014 40 2. Personas & Unmet Needs Toolkit
- 41. 100%Open 2014 Personas & Unmet Needs 19 November 2014 41 1. Who are we innovating for? 2. Who are we innovating with?
- 42. 100%Open 2014 Personas & Unmet Needs 19 November 2014 42
- 43. © 100%Open 2014 Unmet need 43 Helena 35 years old Lives in Medellin Married with 3 children Works full time as a lawyer To know exactly how much money she has to spend and to save each month? Not very well but helped by checking accounts by telephone banking For her: To reduce stress about going overdrawn For us: To increase market share and customer loyalty
- 44. 19 November 2014 100%Open 2014 44 Problem Definition “If I had one hour to save the world I would spend fifty-five minutes defining the problem and only five minutes finding the solution.” Albert Einstein
- 45. © 100%Open 2011 How to discover valuable problems 19/11/2014 45 Stay solution neutral for as long as possible and develop the best brief that you can.
- 46. 100%Open 2014 19 November 2014 46 3. Innovation Airlock Toolkit
- 47. 100%Open 2014 Innovation Airlock 19 November 2014 47 The Innovation Airlock’s job is to encourage and facilitate collaboration between two organisations by providing: 1. Insulation - For confidential information in both directions – entering into NDAs, receiving confidential information without communicating anything inappropriate or too early 2. Coaching – Helping both Challenge Holders and Innovation Partners to compellingly represent their needs and offers to each other in a common language 3. Simplicity – Reducing the administrative and logistical challenges of the many separate dialogues with other Innovation Partners 4. Process facilitation – Leading the dialogues through a defined series of steps over a defined time period towards their intended conclusion
- 48. 100%Open 2014 Innovation Airlock 19 November 2014 48
- 49. 100%Open 2014 Airlock 19 November 2014 49 If you want to go fast, go alone. If you want to go far, go together. African Proverb
- 50. 100%Open 2014 19 November 2014 50 4. Network Builder Toolkit
- 51. 100%Open 2014 Network Builder 1. Visualise your current core innovation network 2. Make the most of your current network 3. Identify your new open innovation partners 4. Search, share and scan 5. Engage and keep in touch 19 November 2014 51
- 52. 100%Open 2014 Networks Builder 19 November 2014 52
- 53. © 100%Open 2014 Network builder 53 Personal Finance Management Apps Developers Bank Branch Managers Overdrawn Customers IT Team Regional Managers Financial Advisors Marketing Team Service Designers
- 54. 100%Open 2014 2 Degrees of Separation 19 November 2014 54 Is there anyone in particular that it would help you to meet at the moment?
- 55. 100%Open 2014 19 November 2014 55 5. Prototyping Toolkit
- 56. 100%Open 2014 Network Builder 19 November 2014 56 1.Fail early to succeed sooner 2.Quick, dirty, cheap 3.Perfection is the death of an idea
- 57. 100%Open 2013 Prototyping Methods 19 November 2014 57 Physical stuff Simulation Scale modelling • What ‘stuff’ is needed to use or deliver the service? • How is inside and outside space best used? People Role play Body Storming Information Sketch templates Paper prototypes • Who speaks to who? • What do they say? • How do people feel? J • What information is shown? • Who is it for? • What format does it take?
- 58. 100%Open 2014 Prototyping Techniques 19 November 2014 58
- 59. 100%Open 2014 Toolkit http:// 19 November 2014 59 toolkit.100open.com
- 60. 1. Setting the innovation strategy – Vectors, Co-Lab Test 2. Finding unmet needs – Personas, Unmet Needs, Blueprint 3. Discovering new ideas – Co-Creation Techniques, Ideas Jam, Insight Crowd 4. Building prototypes – Prototyping Techniques, Prototype Evaluator 5. Developing propositions – IP Strategy Tool, Airlock, Sketch Templates 6. Making business models – Open Innovation Metrics, Business Model Canvas
- 61. © 100%Open 2011 Discussion 19/11/2014 61 What does this all mean for us and what do we do about it?
- 62. 19 November 2014 100%Open 2013 62 Give Get “From what we get, we can make a living; what we give, however, makes a life.” Arthur Ashe
- 63. 19 November 2014 100%Open 2013 63 Questions or Clarifications? Questions or Clarifications?
- 64. 100%Open 2014 Break 19 November 2014 64
Notas do Editor
- 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
- The probability of 2 people sharing the same birthday is more likely than it is unlikely (i.e. over 50% probability) with just 23 people in a group, and virtually guaranteed (i.e. 99% probability) in a group of just 57 people.
- 2 degrees of separation Birthday paradox
- ROLAND > LUCY
- ROLAND Should this slide come right after the one earlier when all the “W’s” (and one “H” :-) are first mentioned?
- Solo to Social
- Roland
- The airlock is a temporary arrangement. The ideal outcome is that the trusted agent can withdraw, leaving the company in one more new collaborations with other parties. However, if that’s not possible, the company and any potential collaborators can withdraw having not revealed their IP to anyone other than the agent under NDA. In this way, the airlock keeps everyone clean whilst collaboration discussions take place.
- Think of a project or problem you are working on right now where it would really help to be introduced to a specific person or organisation. Introduce yourself briefly and share the name of who you are trying to reach and why they want the introduction. Does anybody else know that person or organisation directly, or else might know how to reach them?