Ideation at CSC for Open Innovation Day 2012 Stockholm
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Transcript of Ideation at CSC for Open Innovation Day 2012 Stockholm
04/07/2023 01:28 PM 6029-09_CSC 1
Case Study: Ideation & Jams @CSC
A 21st Century Suggestion Box
Howard SmithGlen Hoffherr
An Enterprise Ideation Portal
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Business Change projects ... Walk of the Living Dead!
MURKY MIDDLE
THROW IT OVER
THE WALL
PROJECTS: THE WALK OF THE LIVING
DEAD
VALLEY OF
DEATH
EXECUTIVE MOODSWINGS
BLAME GAME
FUZZY FRONT-END
DECISIONS AT THE TWISTED GATE
ONE-MAN-BAND PORTFOLIO MASTER
CORPORATE AMNESIA
Source: Imaginatik, inventor of enterprise idea management
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CSC cash flow ideation as reported by CFO
Challenge: Day Sales
Outstanding (DSO)
reduction
Duration 8 weeksReview
team: 27 experts
The Ideation event resulted in
reduction of DSO by at least 4 days ($64M/annum),
possibly twice as much, over 12 month period
Audience: 2300 cross functionalActive participants: 317Ideas: 182Comments and other reviews: 334Votes: 1789Hits on site: 39941
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Ideation ‘event’ concept
Creating value through employee and customer engagement
Identify the
problem & owner
Detail the challenge
& audience
Launch Capture ideas
Build out ideas
Evaluateand
review
Conclusions and
decisions
??
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Ideas as …… Products, Services, Strategies, Risks, Problems …
?? ?? ??
1. Problem + Ideas = Solution
2. Situation + Insights = Better Knowledge
3. Portfolio + Ideas = Updated Portfolio
New ideas, Improvement ideas, Contrary ideas …
Three patterns for using ideation ....
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Leaders create the conditions for convergence
• Do not ‘fish’ for ideas• Collective Intelligence requires an additive ideation process
• Ideas as additive contributions
• Contributing to a solution, a goals, a challenge ...
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The ‘Triage’ or ‘Funnel’ analogy is not always helpful in understanding ideation
??Ideation is not about picking winners or top ideas ....many events are additive
Ideas should not compete with one another, but add to an emergent picture, e.g.:
Fleshing out details... of a problem... of a solution... of a product design... of a marketing campaign
A few winners ...
Everyone wins and contributes
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Three more patterns we use
?? ?? ??
Qualification Competition Improvement
Candidates +Questions = Decision
Candidates +Criteria = Winners
Process + Exceptions = Insight for Improved Process
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The process in greater detail1. A leader wants to solve a
problem or get some new ideas so they …
2. Stimulate a targeted community …
3. With communications, challenges, seed ideas, conditions for action
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The process in greater detail
!Raw ideas
Idea building/peer review
Developing ideas
1. A leader wants to solve a problem or get some new ideas so they …
2. Stimulate a targeted community …
3. With communications, challenges, seed ideas, conditions for action
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The process in greater detail
!Raw ideas
Idea building/peer review
Developing ideas
‘Formal’ review/ stage-gate
Reviewed ideas
Review/Evaluation/Facilitationteam Subject
MatterExperts
Idea categorization/recommendations
Evaluatione.g. scorecard
1. A leader wants to solve a problem or get some new ideas so they …
2. Stimulate a targeted community …
3. With communications, challenges, seed ideas, conditions for action
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The process in greater detail
!Raw ideas
Idea building/peer review
Developing ideas
‘Formal’ review/ stage-gate
Reviewed ideas
Idea bucketing/Conclusions/
Decisions Review/Evaluation/Facilitationteam Subject
MatterExperts
Idea categorization/recommendations
Evaluatione.g. scorecard
Assign responsibility Action plan Track
Decision/action team
1. A leader wants to solve a problem or get some new ideas so they …
2. Stimulate a targeted community …
3. With communications, challenges, seed ideas, conditions for action
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A typical ideation event launch sequence
Event Design
Ideas Generation
IdeaDevelopment ConclusionsReviews
Purpose
Examples
Selection criteria
Populations
Recognition
Sponsorship
Communication
Communication
Encouragement
Re-enforcement
Sponsors & stakeholders set objectives
Employees, experts or
externals are invited to
participate
Review team & experts guide best
ideas to develop
Review team leaders conclude
the event in terms of
outcomes
Categorise
Publicise decisions
Next steps
Allocate responsibility
Comments
Peer reviews
Expert reviews
Final reviews
Public comments
Event launch
Review team evaluates, scores & formally
reviews ideas
Configure Portal Portal supports process throughout Best ideas transition to projects
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Best practice template for designing ideation events
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Touches Many/All AreasF&A – AccountingF&A - Cash Operations (Billing & Cash Collections)F&A – ContractsF&A - Contract Close-out and final billingF&A - Program ControlF&A – SubcontractsNew Business AcquisitionIT SystemsSr. Operations ManagementProgram/Project ManagementPresidents and VPsSterling Service CenterSenior NPS ManagementOther Area - specify in idea description
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Collective Intelligence 04/07/2023 01:29 PM 6029-09_CSC 17
Problem-challenge definition is a critical step
• The right questions• The appropriate decision process• The appropriate evaluation process• A convergent design• A committed team
1. Interview sponsor, problem owner
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Problem-challenge definition is a critical step
• The right questions• The appropriate decision process• The appropriate evaluation process• A convergent design• A committed team
1. Interview sponsor, problem owner
2. Distribute problem definition questionnaire (PDQ) to those with insights/ the involved
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Problem-challenge definition is a critical step
• The right questions• The appropriate decision process• The appropriate evaluation process• A convergent design• A committed team
1. Interview sponsor, problem owner
2. Distribute problem definition questionnaire (PDQ) to those with insights/ the involved
3. Agree with sponsor/ problem owner
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Problem-challenge definition is a critical step
• The right questions• The appropriate decision process• The appropriate evaluation process• A convergent design• A committed team
1. Interview sponsor, problem owner
2. Distribute problem definition questionnaire (PDQ) to those with insights/ the involved
3. Agree with sponsor/ problem owner
4. Start the ideation project
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Ideation Is Not All About ‘Innovation’
Marketing - market
opportunities, potential new
offerings, reduce cost of slogans, brand
names, etc
New Product Development - new product
concepts, identifying potential market
opportunities, supporting the
front-end of the product
development process
Research & Development - technology
solutions, applications
for existing or new
technology, improve
efficiency of R&D process,
project evaluation
Finance cost reduction and process
improvement, structured tool and process
for the company,
solve specific, time critical problems,
create sustainable competitive advantage
through ongoing
commitment to innovative
work on small improvements
that competitors find hard to
replicate
Sales identify new
selling opportunities, explore new
markets, improve selling
process and interaction
with the rest of the firm and
with customers
Channel how to
leverage partners,
agents, etc
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Analysis of Over 1000 Ideation Events
Customer Service –
identify opportunities to improve customer
service, tap into customer
insight and feed into the
R&D, marketing and sales process,
create differentiators
through service
Manufacturing –
cost reduction, process
improvement, sharing best
practices
Supply Chain &
Procurement - how to tap
into the supply chain for
improvements, cost
reductions, and ways of adding more value through supplier-driven
innovation
HR –supporting
general employee
engagement goals,
resolving issues from employee surveys
Legal – ensure follow good process,
protect intellectual property,
streamline IP process
Executive - involve
employees in strategy to promote
alignment and buy-in,
address specific
executive challenges,
support search for
large breakthrough
type innovation
initiatives for growth
Collective Intelligence 04/07/2023 01:29 PM 6029-09_CSC 23
9 more examples of successful ideation projects at CSC
CSC GreenwaySponsored by a panel of Presidents/VPs90,000 Employees invited200 Review Team membersResult: Establishment of www.csc.com/greenway
Cash Flow OptimizationSponsored by CFO of largest CSC unit2000 participants20 person evaluation teamResult: Savings $64 to $128/annum
CEO ChallengeSponsored by CEOPart of CSC 50th celebrationAll employees invited2000 ideas developedIntegrated to Senior Leader conferenceResult: 3 new strategic initiatives
SEEDSSponsored by Office of InnovationTech Topic based ‘events’ throughout yearGrowing database of “SEEDS”Result: awareness, educationSpinoff: popular Serendipity all staff Newsletter
R&D Tax RebatesSponsored by B.Unit CFOs500 Architects invitedReturn: $50K to bottom lineRepeated in other BUs
Elephants in the RoomSponsored by VP Culture ChangePre-CSC Annual Conference ideation1500 Attendees invitedResult: Defined CSC Culture Change program
Sales TransformationSponsored by President Sales & MarketingSales community engagement/change5000 Global Sales community invitedResult: Firm basis for Sales Transformation
Global Customer EchoSponsored by ideation programEmployees invited to speak for theirclient90,000 EmployeesResult: Input to BU change programs
Risk Register UpdateSponsored by Chief Audit OfficerSecure ideation “Director” level and above350 Senior Leaders invitedResult: Updated CSC Risk disclaimers
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Ideation events must be targeted and convergent
Degree to w
hichchallenge is targeted
Degree to whichchallenge is convergent
“Got any ideas?”
“What ideas do we have around topic T?
“What ideas do we need? Why? How will we get them? Do the part come from different sources? What perspectives need to be included? ..... Etc.”
“What T ideas do we need to achieve our goal G in time X with resources Y under constraints C?”
Design the collaboration in all details to get the ideas we need:
- Target-
Communications- Community- Process- Etc.
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Divergent question
We need new ideas – click here to submit
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Additive question
We need ideas that could help us get closer to our
objective X
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Additive (improved)
Can you improve this idea?
Enter ideas that help us flesh out all the details we
need, such as A, B, C and D
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Convergent challenge
Our objective is X. We must achieve milestone M by date D using resources R under constraints L.
The types of ideas we need are T. The kinds of ideas we don’t want are N. When you enter your idea, please supply information A, B and C.
We’ll be evaluating the ideas like this E. Ideas will progress to the next stage if they meet criteria C.
The decisions we will take are either P, Q, R or S.
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Event design drives everything
Convergence
The process by which the community helps ‘build out’ the ideas
The evaluation criteria
The nature of recommendations by your experts
The stages of development of ideas
The decisions you will take to move ideas to the next stage
Who you invite
How you invite them
The challenge you give them
The types of ideas you do and do not want
The content of the ideas you need
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The sponsor’s objective is NOT the same as the question he should give to the community
I need to grow the business by $100M
To community: Do you have any growth ideas?
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Asking indirect questions often yields significantly more ideas and higher quality ideas
I need to grow the business by
$100MTo community: Why are
not growing fast enough?
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Other ideation techniques
Covert questioning• The question is stated in ways that solicit additional information
• The community is not aware they are providing the additional information
Social engineering• Posing the question itself sends a signal to the community
• The sponsor may be wishing to send a signal about future employee behavior
“What is the most important single thing we can do to achieve our objectives?”
“What will happen if we don’t act on your idea?”
“What can we do to be more customer intimate?”
“What can you personally do to help in your role?”
Examples ...
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Good Leader
Knows why they are asking for new ideas, has well defined goals, time, resource inputs and constraints
They are ready to act in a timely
fashion if the rights ideas are found
They pre-budget for the implementation project, even ahead
of the event
They don’t build up a body of ideas ‘just
in case’
They know that one event does not
create an ideation program in support
of their organizations
objectives
The success of ideation depends largely on the leader
The time spent in design is worthwhile – but only to the extent the event is mission critical
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Poor Leader
Wants to launch ideation tomorrow – is frustrated by any delay
Looks to ideation as a last resort
Believes that ideas are ‘out there’ if only
they ask
Fishes for any and all ideas, hoping for
results
Thinks that just asking is enough
The success of ideation depends largely on the leader
A little ‘fishing’ is ok, as long as the sponsor understands that is what they are doing!
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What made the CSC cash flow event work?
HighPriority
DefinedOwner
More than Open Suggestion Box
Ideation Design
ProcessEvaluation
Against Scorecard Formal
Recommendations
Decisions Implemented
Decisions Explained
Focused Organization
On Issue
Right Starting
Point
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How does “social” fit in?
Idea platform top down
Social platform bottom up
Conceptual centre the “idea” and the “process”
The two solutions have very different conceptual
centers and profound differences of functionality
Conceptual centre the “connection” and the
“community”
Business InitiativesEmployee Communities
Com
mun
ity g
row
s th
roug
h id
ea m
anag
emen
t
Idea
s gr
ow th
roug
h co
mm
unity
man
agem
ent
Collective Intelligence 04/07/2023 01:29 PM 6029-09_CSC 37
Where is the technology going?
• The solutions are evolving– Idea platforms are evolving to add
social functionality– Social platforms may be evolving to
add idea functionality
• An incoherent strategy is unwise– Technical integration challenges– “Attention” challenges from
competing initiatives– Need for governance, process,
ergonomics and architecture
• Enterprises are learning– Companies are learning how to
deploy idea management as their primary collaboration platform
– Others use idea management to complement a social platform
• Take your pick– IT leaders love ‘social networks’ –
turn on and forget– Business leaders prefer ‘idea
management’ because they have projects to run and need results
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Innovation management platforms
• A small number of leading solutions• Many niche/trivial solutions• Look for an end-to-end solution
– Communication, engagement, ideation, evaluation, stage-gate, decisions, action assignment, tracking, measurement of results (long term), closed loop best practice development
• Workflow + collaboration• Business process agnostic
– Any “Business Initiative” management– Sales, marketing, R&D, HR, best
practices, CEO/leader special projects, launch innovation, competitive response, customer echo, open innovation, customer service, voice of employee, strategy planning, investigation/audit, NPD, six sigma/lean, future planning
http://www.imaginatik.com/
http://www.spigit.com
http://www.hypeinnovation.com/http://www.brightidea.com/
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Complementary methods and tools
• Text mining can amplify understanding of the ideation conversation
• Locating thematic centers, pinpointing hidden or outlier themes
• Root cause analysis can verify the plan for moving forward beyond the top ideas
www.triviumsoft.com www.southbeachinc.com
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Contact details
• Howard Smith led the development of CSC’s “Collective Intelligence” (ideation, crowdsourcing) program from its outset in 2006 to 2011– During this period the program delivered $500M in audited value to the company
• Smith is the author of the widely referenced white paper What Innovation Is – How Companies Create Operating Systems for Innovation
• A case study and pack of additional information is available upon request
https://twitter.com/smithhhttps://www.linkedin.com/profile/view?id=9859 [email protected]
04/07/2023 01:29 PM 6029-09_CSC 41
Ideation with our clients
Four examples of ‘open innovation’
patterns:
Details removed for confidentiality
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Open Innovation objectives come in all shapes and sizes
• Not knowing what the problems are or where they reside
• Not knowing which are the most important problems to focus on
• Facing a lack of consensus about the need to solve a problem
• Knowing what the problem is but not knowing what the best solution is
• Knowing what the solution is, but not knowing how best to implement it
• Choosing between multiple solution options
• Facing a lack of consensus about the need to deploy a solution
• Needing more detailed knowledge to clarify a fuzzy problem or solution
• Problems tied up in parts of the organization outside of your control
• Removing barriers – hard or soft - to implementation of a solution
• Having clear objectives – but not knowing what the next step is
• Difficulty communicating through layers of management
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1. Impossible problems
1.A small multi-organizational domain team, set out challenges which …
2.Are promoted to experts in each org, thereby …
!
3.Eliciting some promising ideas which …
5. Leads to the selection of promising ideas that can be …
4.Are evaluated by a joint review team, which …
6. Evaluated by a larger implementation review team …
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2. Expertise on demand
?
1.Some experts cannot be full time on an important project, so they...
2.Make themselves available remotely, which...
5.Eliciting some responses... which lead to more engagement and access with projects that need that expertise
4.Which the experts answer, thereby...
!
3.Allows the projects that need them to have direct access for questions …
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3. Shared challenges
?1.A program is in a fix
and needs real help, so they...
2.Pose a hard challenge which...
!5.Eliciting some
specific ideas, which...
6.Helps the project
3. Is shared very widely …
4. Possibly including partners and suppliers
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4. Collaborative solution development
1.A joint venture team wants to develop a solution so they …
2.Pose challenges, which are given to …
!
5.Creating collaborative working on solutions together which …
7.Helps meets the objectives for the joint venture
!Joint venture solution development team
3. Experts in one partner and …
!6. Leads to jointlyowned ideas for solutions which …
4. Experts in another partner