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When Does Anonymous Idea Posting Make Sense?
"Solid advice for any type of social software is that the greater the transparency, the greater the benefit. This means a bias toward making information available to all, not a few. It also means associating contributions to specific individuals. Visibility of contributors gives context, improves the quality of discussions and makes it easier to find individuals with ideas and knowledge on specific subjects.
But there are occasions when it makes sense to allow individuals to contribute ideas without revealing their identity, which Spigit's platform does allow. In these cases, the ideas and related information are visible to anyone who has eligibility to see them. However, participants in the innovation community won't know who submitted the ideas. There are two reasons companies would enable anonymous posting:
1. Employees are concerned about retribution for their ideas
2. Employee identity may influence the feedback others provide"
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Fundamentally, this is a cultural issue. Something in the environment has sent the message that execution more than participative innovation is valued. The foundations of that culture need to be addressed.
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In this scenario, anonymous posting is a bridge to a more transparent culture. It is a temporary feature to be turned off when the core work environment changes.
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L’assureur Chubb cueille les idées de ses employés et s’offre un pipeline d’innovations
L’assureur américain Chubb Group of Insurance correspondait sans aucun doute, récemment, à cette lugubre description. Voici quelques mois, cependant, le groupe s’est lancé dans une nouvelle expérience, raconte le magazine Rick & Insurance, visant à insuffler durablement un esprit d’innovation dans toutes les strates de l’organisation.
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Trente jour après l’installation de la plate-forme en ligne, l’assureur avait récolté 607 idées.« Certaines de ces idées tenaient sur un email de trois paragraphes, rapporte l’article de R&I. D’autres idées étaient bien plus longuement développées. Elles renvoyaient à des documents annotés des commentaires. Nous en sommes sûr: beaucoup de ces idées vivotaient depuis de nombreuses années dans le cerveau de certains employés. Ils voulaient les soumettre mais ils n’avait personne pour les entendre et nul par où les exprimer. Elles étaient perdues… »
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« Je sais que je peux partir d’une graine d’idée et, en trois mois, bâtir tout un business plan. Et je dispose des fonds pour soutenir la mise en oeuvre. De la sorte, je suis armé pour devancer n’importe qui« , précise Jon Bidwell, Chief Innovation Officer de Chubb Group of Insurance, à R&I.
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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Corporate R.& D. as the Ringmaster of Innovation
Its role will be smaller and its advantage diminished, suggests Michael Schrage, a research fellow at the Center for Digital Business at the Sloan School of Management at M.I.T. The idea-production process, according to Mr. Schrage, will continue to shift away from the centralized model epitomized by large corporate labs, going from “proprietary innovation to populist innovation.”
Open Innovation Lessons From P & G
As you start the evolutionary process of adopting open innovation to your organization, always remember that open innovation is just a tool, not a goal. The goal is to grow your company and make a profit. Some companies might also have the goal of changing the world to a better place.
Understand that open innovation is only a piece of an overall innovation strategy. To begin, look for opportunities to develop overall open innovation capabilities out of the pockets of open innovation you may already have in your company in areas such as key partnerships, supply/value chain, and selected employees with the right mindset and toolbox.
How to Manage Outside Innovation
The leading question
Should companies organize outside innovation through collaborative communities or competitive markets?
Findings
* Communities are useful when an innovation problem involves cumulative knowledge, continually building on past advances. Markets are effective when an innovation problem is best solved by broad experimentation.
* In general, communities are more oriented toward the intrinsic motivations of external innovators (the desire to be a part of some larger cause, for instance), whereas markets tend to reward extrinsic motivations (such as through financial compensation).
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- Communities are useful when an innovation problem involves cumulative knowledge, continually building on past advances. Markets are effective when an innovation problem is best solved by broad experimentation.
- In general, communities are more oriented toward the intrinsic motivations of external innovators (the desire to be a part of some larger cause, for instance), whereas markets tend to reward extrinsic motivations (such as through financial compensation).
The leading question
Should companies organize outside innovation through collaborative communities or competitive markets?
Findings
Markets or Communities? The Best Ways to Manage Outside Innovation
According to Harvard Business School professor Karim R. Lakhani, Boeing's approach is an excellent example of how not to manage external innovation. The right way to do it is the subject of an article in the current issue of MIT Sloan Management Review by Lakhani and collaborator Kevin J. Boudreau (London Business School), "How to Manage Outside Innovation" (free registration required).
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The solution then is to connect with external innovators and invite them to participate with you on your critical problems. Of course, the Internet and the massive reduction in communication and computation costs have made accessing external innovators a much easier task than what was possible 10 or 15 years ago
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More practically, working with outside innovators does not mean that all the "keys to the kingdom" have to be given away. Instead, firms can become intelligent about selectively revealing core issues in ways that their IP is protected. Firms like Procter & Gamble and IBM have learned to do this—others can learn as well.
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Graphic of the week: McKinsey's model for decision making on prize-based (open) innovation
McKinsey & Company has recently published a report with the title "And the winner is..." reviewing the current academic and business literature on prize-based innovation. The report is also partly based on a number of case studies from companies and governmental organization practicing such strategies in different forms.
Open Innovation, or is Business War?
The catchphrase of Henry Chesbrough’s work on innovation (a doctrine called “open innovation” and described in Open Innovation, 2003, and Open Business Models, 2006), is “not all the smart people work for you.” The key operational message that corporations seem to take away from it though, is “buy and sell intellectual property vigorously and throw some money at universities.” Somewhere along the way unfortunately, a sophisticated reconstruction of the logic of innovation becomes reduced to quick-money recipes.
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Here is the obvious conclusion that Chesbrough is unwilling to draw from his own theory: if intellectual property moves around in an economy through the clumsy and cumbersome process of trade, things get drastically slowed down. The solution isn’t just more trade. It is faster trade, and sometimes, free sharing.
Business Strategy Expert Gary Hamel: Ten Tips from the Top
Recognized by Fortune magazine as “the world’s leading strategy expert in business today”,
Gary Hamel has outlined ten design rules for innovation for companies intent on generating sustained wealth in the future:
SAP using Innocentive to source innovation
SAP is sponsoring a part of the Innocentive site where both SAP and other SAP users such as customers, can post problems. SAP considers this to be an open marketplace for their customers can go to get solutions. The organization posting the problem also posts a bounty of how much they are willing to pay for the solution.
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