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Pegasystems Brings Social Media Collaboration to BPM Solution
"Pegasystems’ SmartBPM uses social media as an interactive and real-time collaborative environment to aid the planning and execution of business improvement projects. By extending is existing tools for ad hoc collaboration, SmartBPM makes it even easier for project teams to connect, add user-generated content, vote, and rank items associated with any given project. By reaching out to customers and clients, SmartBPM now allows critical real-time customer feedback into the process improvement process."
The Front End Of Innovation Challenge
In my talks with innovation leaders on this, the issues evolve around the funnel system and stage-gate like models; how to identify the ideas and get them from one stage to the next. Another key issue is how you organize for this. It is my experience that companies often make a couple of mistakes on this. They are:
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1. Too much focus on internal sources
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2. Too much focus on ideas and too little on processes and people
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Great Ideas Aren't Innovation
Ideas Don't Equal Innovation" and I can prove it...It is my hope that today's post will serve to help dispel the myth that ideas are inherently good things. Let me state right from the outset that I place little value on ideas. Not only do raw ideas have little intrinsic value, but they are often very costly. While I stipulate to the fact that ideas can sometimes lead to great things, I also submit that it is more frequently the case that ideas lead to disappointment and disaster
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The idea should be generated within a solid framework for decisioning. It should be developed as a solution to a problem or to exploit an opportunity. The idea should be in alignment with the overall vision and mission of the enterprise.
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Adopting a new idea should be based upon solid business logic that drives corresponding financial engineering and modeling. Be careful of high level, pie-in-the-sky projections.
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Is Enterprise 2.0 Just for Knowledge Workers?
Does that seem right? Only the knowledge workers have something to contribute in the emergent ethos that is social software? The reality is that knowledge workers have been participating while the rest of the company has been doing their own thing.
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Does that seem right? Only the knowledge workers have something to contribute in the emergent ethos that is social software? The reality is that knowledge workers have been participating while the rest of the company has been doing their own thing.
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3M told a great innovation story at the ARF annual conference about a new product that started with a complaint call into customer care. The representative did his own research online, came up with a solution, filmed a video that he put on YouTube and re-contacted the customer to see if that is what he was looking for
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How Companies Increase Innovation
hose ideas, however, don’t really come from nowhere. Instead, they are typically at the edge of a company’s radar screen, and sometimes a bit beyond: trends in peripheral industries, unserved needs in foreign markets, activities that aren’t part of the company’s core business. To be truly innovative, companies sometimes have to change their frames of reference, extend their search space. New ways of thinking and organization can be required as well.
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Problem solvers can be professionals, retired scientists, students or anyone who can answer a problem that has stumped a company’s own researchers. InnoCentive, based in Waltham, Mass., says the site gives solutions to about 40% of the problems posed.
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Many companies set up so-called communities of practice, which are typically internal Web sites where employees are encouraged to share knowledge and skills important to the company.
Teaming Up to Crack Innovation and Enterprise Integration - HBR.org
In the continuing quest for business growth, many CEOs are turning to their CIOs and IT organizations because technology is essential to two compelling sources of growth: innovation and integration. Innovation, of course, is doing new things that customers ultimately appreciate and value—not only developing new generations of products, services, channels, and customer experience but also conceiving new business processes and models. Integration is making the multiple units, functions, and sites of large organizations work together to increase capacity, improve performance, lower cost structure, and discover opportunities for improvement that don’t appear until you look across functions.
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Together, innovation and integration allow an enterprise to engage more customers and bring more goods and services to market. Successful innovation often depends on the ability to coordinate efforts across organizational boundaries because innovations reach sufficient scale and impact only when integrated into the larger operations of the corporation.
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But the work involves sometimes daunting challenges because business innovation and integration have something else in common—both are still “unnatural acts” in most large corporations.
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