samuel bausson's List: * openinnovation designthinking entreprise2.0 livinglabs

• A newly released study on consumer innovation by Von Hippel reveals more than you might think.
• Consumer innovation is much more profound than simply being influenced by user’s needs. This is the user as lead innovator
• consumers spend twice as much as companies in their own product development and adaptation efforts. What’s that about?
• But when you look at it every market starts insignificantly, so for example in skateboards it’s the kids who develop them and it is the company, say a Mattel, that jumps on board later when the user has a product. The user innovates.”
• We just don’t measure the right activities to understand innovation fully.
• we now talk about lead-users and prosumers as a modern phenomenon,
• “What is changing,” cautions Von Hippel, “is that it is getting easier for consumers to innovate, with the Internet and such tools, and it is becoming more visible for the same reason.
• It seems we should be thinking less of lead-users as a source of input in the product development process, more of the anthropology of consumers, what they are up to and where the nexus of innovation exists, out there, among the masses of people who make things better each day
• Marketing has to change. Marketing says let’s talk to our customers and see what they want. Instead you have to find those customers who are innovating and find out what they are doing.”
• we have another barrier to overcome. Large companies are geared for scale – not fragmented markets.
• Some of the ideas, like skateboards or mountain bikes, are clearly copied by other users and that begins to indicate a market.
• They began making boards available for customisation because the power of their branding channel was in decline.
• Kids took the skates apart and hammered the parts onto a board – hence skateboard. It became a phenomenon long before manufacturers got involved.
• What users did initially to transfer money was to send their airtime card code to their village and have the local phone owner use that code.
• mobile banking began was with airtime cards
• The airtime card code became a currency.
• users are active agents not just passive (some of the time).I

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• produce the future based on past data, it is a reality that has caused great disappointment.

• 67% d’entre eux imaginent une organisation qui ne serait plus pyramidale mais en réseau et virtuelle (basée sur le travail à distance et la mobilité) et sans différence hiérarchique. Ils préfèrent un management centré sur les relations (84%) plutôt que sur les tâches et participatif (74%)