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1
Building On Social Listening Centers:
Crowdsourcing New Product Ideas
A PulsePoint Group Study Conducted in Collaboration with The Economist Intelligence Unit (Wave I – 2012)
PulsePoint Group
2
What is Social Innovation?
Leveraging the power, insight and wisdom of crowds to
generate new ideas through “networked brainpower” that
produces results exponentially more valuable
than the sum of the individual parts.
AKA: crowdsourcing, co-
creation, idea engines, idea
mining
Copyright © 2012 PulsePoint Group. All rights reserved.
3
Did You Benefit This Morning?
Copyright © 2012 PulsePoint Group. All rights reserved.
Starbucks created an innovation platform, My Starbucks Idea, to generate ideas and
motivate employees to accelerate ideas already generated by the team. This led to the
development of solutions implemented throughout the word, like a splash stick to
prevent spills from cups.
4
“101 Reasons We Shouldn’t Do This…”
Copyright © 2012 PulsePoint Group. All rights reserved.
Perceived Issues Reality
Legal: IP issues that may lead
to disputes and litigation
IP issues handled in guidelines
HR: Violating code of ethics
and employee rights
Establish clear guidelines and
expectations
Marketing: Capacity to assess
and respond to ideas
Idea management process is
critical
IT: Get in line Executive sponsors are critical
Everyone: Concern about the
quality of ideas and their
abusing an open channel
Community managers model
good behavior, clear guidelines
and effective moderation.
THE FLAVORS
OF SOCIAL
INNOVATION
Copyright © 2012 PulsePoint Group. All rights reserved.
6
Types of Social Innovation
Open to All:
Anyone can
submit ideas
Focused:
Limit ideas to
specific
challenges
By Invite Only:
Selected
members can
submit ideas
Wide Open:
Ability to Submit
Any IdeasCopyright © 2012 PulsePoint Group. All rights reserved.
7
Dell IdeaStorm: “Voice of
customer”
• Michael Dell wanted to inject the “voice of the customer” back into
the hallways at Dell.
• They quickly got stuck in the “we can’t do this” tornado until…
• Michael Dell championed the innovative platform and pushed for its
launch.
“A company this size is not going to be about a
couple of people coming up with ideas. It’s
going to be about millions of people and
harnessing the power of those ideas.”
– CEO Michael Dell
Copyright © 2012 PulsePoint Group. All rights reserved.
8
Dell: Embracing “Voice Of
Customer” 2005
– Register, create profile
– Submit ideas, promote or
demote ideas, comment on
ideas
2009
– Storm Sessions: Dell
employees can share an
opportunity that needs ideas
2012
– Extensions: Allows users to
expand a proposed idea
– Idea Partners: Identify Dell
employees to get involved with
ideas
– Gamification: Gaming
elements added to provide
added value
– Rock stars: Treat program
champions with excusive Copyright © 2012 PulsePoint Group. All rights reserved.
9
IdeaStorm: The Numbers Speak For
Themselves
•Founded in 2007
•60,000 registered users
•More than 17,000 ideas
(about 300 per month)
•About 1 million votes
•More than 500 ideas
implemented
•50% of employees submit
ideas to EmployeeStorm,
Dell’s internal idea
platform
Copyright © 2012 PulsePoint Group. All rights reserved.
10
Dell’s Ubuntu (Linux) Laptop
Copyright © 2012 PulsePoint Group. All rights reserved.
• An early Idea Storm idea suggested
selling Ubuntu-equipped machines
alongside their Windows counterparts.
• The idea received more than 130,000
votes.
• Within one year of the product launch,
Dell sold 40,000 Ubuntu machines
without having to advertise.
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• A leading global management and IT
consulting firm is creating a managed
service offering
• The offering: “Tap into” intellectual and
creative assets of their employees,
consultants and alumni to solve client
challenges
• Positions the firm as innovative
• Builds new relationships
• Generates incremental revenue
Consulting Firm: Best Ideas to Best
Clients
12
Select the Client and Define the Challenges
Activate Your Best
Minds
Evaluate, Package
and Present
New Ideas
Deliver Value
The Model
13
• 800 target consultants (20% on vacation)
• 586 active participants (>50%)
• 286 new ideas
• 13,687 page views; 1,375 posts
• 33 new ideas received
• 27 new ideas presented to client
• Potential: $30 million in incremental
revenue
Early Results (For One Large Client)
Copyright © 2012 PulsePoint Group. All rights reserved.
14
AT&T’s Innovation Pipeline:
World’s Largest Corporate Crowdsourcing Program
• Employee idea generation
and collaboration at scale
and fosters a culture of
innovation
• 100,000 members in 40
countries
• More than 500 ideas per
month
• 30 executive challenges
generated more than 200
potential solutions each
Copyright © 2012 PulsePoint Group. All rights reserved.
“At AT&T, we believe
great ideas can come
from anywhere”
John Donovan
Sr. Exec. Vice President,
AT&T
15
AT&T’s Process Works
Copyright © 2012 PulsePoint Group. All rights reserved.
Submit, vote on, discuss and “invest in” ideas
After three months, the top ideas are selected to “pitch”
Tip Phase I: SOCIAL INNOVATION
Tip Phase II: PROTOTYPE
Founders develop business cases and pitch to “AT&T VC’s”
Tip Phase III: PRODUCTION
Funded ideas are moved from prototype to production and deployment
Tip Phase IV: COMMERCIALIZATION
A successful project could be adopted by an AT&T business unit or
spun off into an external company
Vote
Collaborate
Pitch
Develop
Launch
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5. Give employees the opportunity to submit ideas. They are a great source of ideas and can be evangelists for the initiative.
4. Community manager and moderators need to be passionate, empowered and enabled to engage community members in real-time.
3. Provide “focus” for community members’ ideas based on priority needs and opportunities.
2. Agree on and win buy-in and commitment for an Idea Management Process & Timing, from collection to assessment to decision and response.
1. Ensure executive sponsor and real commitment to invest in new ideas.
Key Learnings
17
10. Ensure the selected software platform can’t be easily gamed, supports the idea management process.
9. Establish Key Performance Indicators (KPIs) and make sure the team is assessing performance and taking steps to improve it. Importantly, this also should be across the idea management process.
8. Celebrate ideas that are implemented and make a big deal out of their contributors.
7. Recognize top contributors on the site and in other appropriate forums – this is one of their top motivations.
6. Have a plan to keep the program fresh and interesting –brainstorms around specific topics, sharing progress, etc.
Key Learnings
18
Building On Social Listening Centers:
Crowdsourcing New Product Ideas
A PulsePoint Group Study Conducted in Collaboration with The Economist Intelligence Unit (Wave I – 2012)
PulsePoint Group
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