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A marketplace for brand work - not necessarily open innovation/crowdsourcing ala 99designs, but if the end result gets you what you want, does it matter?
Innovation in the music industry - in this case, bandcamp provides a prebuilt yet customizable platform for bands/artists to not only host their music, but also to manage ecommerce, buzz tracking, and real analytics on their tracks. No more quarterly, arms-length reporting from the label - it's all in YOUR hands, as the artist.
Interesting roll-up site for crowdsourcing news of all types.
When even the best (at least by perception/reputation) in their industry begins to embrace Open Innovation (Crowdsourcing, Collective Intelligence, what have you), then for those in the laggards category, you better put on your seat belts and step on the gas, or you aren't going to be around much longer. Take a peek at OpenIDEO - from the company that *is* Design Thinking and Innovation.
"OpenIDEO - We have been working on a project for a while now that we are very excited about. It is called OpenIDEO and it is launching today. We are hoping that we can create a platform for you to work with us on some important social innovation projects. Don’t worry if you are not practicing designer. There is room for you to contribute things that may inspire other designers, post your own ideas or you can evaluate ideas that others have suggested. One of the first challenges is for Jamie Oliver, this years’ TED prize winner. The goal is to find ways to inspire and educate people (especially kids) to cook and eat healthier food. The other current challenge is for Gray Matters Capital and is to do with low cost educational tools for the developing world. Check them both out and contribute if you can.
The idea of crowdsourcing innovation is, in my view, still a big experiment. Conventionally the question has been whether the crowd can outperform the internal team. Our view is that small teams are good for some things and the broader community is good for others. The goal of OpenIDEO is to find out whether it is possible to orchestrate a collaboration between the two to achieve better results. We are staring the experiment now and we hope you will join us."
"We knew that most of P&G's best innovations had come from connecting ideas across internal businesses. And after studying the performance of a small number of products we'd acquired beyond our own labs, we knew that external connections could produce highly profitable innovations, too. Betting that these connections were the key to future growth, Lafley made it our goal to acquire 50 percent of our innovations outside the company. The strategy wasn't to replace the capabilities of our 7,500 researchers and support staff, but to better leverage them. Half of our new products, Lafley said, would come from our own labs, and half would come through them.
It was, and still is, a radical idea. As we studied outside sources of innovation, we estimated that for every P&G researcher there were 200 scientists or engineers elsewhere in the world who were just as good—a total of perhaps 1.5 million people whose talents we could potentially use. But tapping into the creative thinking of inventors and others on the outside would require massive operational changes. We needed to move the company's attitude from resistance to innovations "not invented here" to enthusiasm for those "proudly found elsewhere." And we needed to change how we defined, and perceived, our R&D organization—from 7,500 people inside to 7,500 plus 1.5 million outside, with a permeable boundary between them."
A large (and growing - via crowd efforts of course) list of crowdsourcing related vendors (platforms, marketplaces, tools, etc.)
A (mostly) well done video describing one offshoot of crowdsourcing, the banding together of independent freelancers in a marketplace.
""Crowdsourcing" has, virtually overnight, generated huge buzz, enthusiasm, and fear. It's the application of the open-source idea to any field outside of software, taking a function performed by people in an organization, such as reporting done by journalists, research and product development by scientists, or design of a T-shirt, for example, and, in effect, "outsourcing" it through an open-air broadcast on the Internet. Crowdsourcing has already had a huge impact on big companies like Procter & Gamble, as well as start-ups like Threadless.com, which rapidly became the third largest T-shirt maker in the United States. The fuel sparking the crowdsourcing flame is the potent combination of more highly educated people working in fields other than those in which they were trained (think of the art historian peddling financial advice at Merrill Lynch) with the greatest mechanism for distributing knowledge and information the world has ever seen: the Internet."
"CloudMade, the platform and tools company serving consumers, mappers, developers and advertisers around the world, has won the prestigious Open 100 award, supported by the UK's NESTA (National Endowment for Science Technology and the Arts). CloudMade won Best Company Innovating with Crowdsourcing, fending off other formidable entries in the crowdsourcing category such as Facebook, Twitter and Layar.
The winners were announced last Friday at the Open 4 Business conference at NESTA in the UK. The competition celebrates the power of openness and mass collaboration and was born out of NESTA's search for the world's top 100 companies innovating with openness. Winners of the other four categories included: McLaren (Innovation), WikiHow (Co-creation), Open Office (Open Source Software) and Zopa (Open Business)."
"Staid bankers are embracing the latest collaborative tools to drive innovation. The Society for Worldwide Interbank Financial Telecommunications (SWIFT), a global organization that handles an average of 15 million standardized financial transactions such as wire transfers every day for more than 8,000 banks, is spearheading a drive to “inject an innovation culture not only at SWIFT but the financial community as a whole,” by collaborating on new e-banking solutions and working more closely with start-ups, says Kosta Peric, head of innovation at SWIFT.
Since 1973, Brussels-based SWIFT has provided a shared worldwide data processing and communication link for the world’s banks, using a common language for international financial transactions. Its main function is to be a carrier of messages. It does not hold funds, manage accounts on behalf of customers, or store financial information on an ongoing basis. That said, SWIFT is increasingly taking on the role of a catalyst to bring the financial community together to work collaboratively on market practice, standards, and issues of mutual interest.
With that goal in mind, Peric is behind an online marketplace called Innotribe that went live on Feb. 11 and aims to leverage the collective creativity of the finance sector. The idea is not only to deliver on the traditional mission of lowering costs, reducing operational risk, and eliminating inefficiencies, but also to get creative about taking the sector into entirely new directions.
Innotribe is clearly not your father’s banking communications platform. Bankers who wish to submit their ideas for new products, services, or business processes (or enhancements to existing ones) can do so by signing in with a Facebook, Google, or Twitter account. They are greeted with the message “Remember, everyone is an innovator; and a crazy idea that works is not so crazy at all. Share with us your ideas, be they matter of fact or wildly aspirational.”"
"The White House has embraced crowdsourcing, urging federal agencies in a memo issued on March 8, 2010 to use challenges and prizes to crowdsource innovative approaches to governmental initiatives and programs. Within the next 120 days, the administration will release a web-based platform to manage the government’s crowdsourcing efforts."
"Mobenzi leverages the mobile form technologies developed for Mobile Researcher and therefore supports fairly complex tasks, intermittent network connectivity and embedded logic. Although not as widely supported as SMS, over 300 different models of mobile phones currently support the application – with more planned. Mobenzi agents – people who sign up to download the Mobenzi application – receive and complete tasks via their mobile phones.
The software communicates via the mobile internet which allows instructive text and other content to be downloaded at a fraction of the cost of an sms.
The following factors affect the selection of appropriate tasks for Mobenzi agents.
* Tasks should take only a few minutes to complete.
* Some phones might have very small screens making large bodies of text difficult to read.
* Embedded images and audio are not yet supported but will be in coming months.
* Mobenzi agents will not undergo detailed training for specific tasks.
* Agents will perform tasks wherever they choose – at home or on public transport.
* Completing a task should be very simple for someone with limited education.
* A task may be made up of a series of instructions and questions.
* A variety of question types are supported, including single option lists, multi option lists, dates, text etc."
Example of usability testing using Loop11, and sourcing testers via Mechanical Turk.
The website for the crowdsourcing contest by Doritos - where users submitted their own videos in support of their fictional favorite Doritos flavor.
I'd been contacted by Jenny Ambrozek a month or so ago, asking if I had content to contribute to an upcoming Collective Intelligence presentation she was giving for the Knowledge Innovation Network (KIN). The sessions sounded interesting - and here is a summary, with her slides.
Fascinating example of a crowdsource powered business - the secret is, volume, and yet unlike many crowdsourcing initiatives, the sources make money from their contributions, as does eHow as a business, by selling advertising surrounding the content (text and/or video).
Talking with Steve Shapiro today of 24/7 Innovation fame, we discussed InnoCentive among other interesting happening in the "innovation marketplace" landscape.
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