Why collaboration is needed- Prof Jan Recker- Opportunities, Lessons and Future Trends

Why collaboration is needed:

Opportunities, lessons and future

trends.

Prof Jan Recker, PhD

Woolworths Chair of Retail Innovation

Information Systems School, Queensland University of Technology

QUT – A Real-world Vision for Research & Science

Science: Pathway to Innovation

Three Reasons to Collaborate on Innovation

1. Evidence-, not Confidence-based Innovation

2. Comparing Apples with Oranges, instead of more Apples

3. Conscious, not unconscious (In-) Competence

#01 If the decision is going to be made by facts, then everyone’s facts […] are equal. If the decision is going to be made on the basis of people’s opinions, then mine count for a lot more.

“ Reason

Evidence-based Innovation.

James Barksdale former CEO Netscape

In 2004, two years after adopting the sabermetric model, the Boston Red Sox won their first World Series since 1918.

“The collected wisdom of

baseball insiders is

subjective and flawed.“

What is Evidence-based Innovation?

Evidence-based Innovation

UPS saved millions of minutes by avoiding left turns in the

Northern Hemisphere.

Drivers get warnings if they are backing up too much – most accidents happen when

drivers reverse.

The result: 20 million miles less

traveled. 10 million gallons of gas

saved. Reduced CO2 emissions by 100,000 metric tons (5,300 passenger cars off the road

for an entire year).

#02

The Freakonomist Principle: Scientists can change the game not only by looking at other teams. They look at other sports.

“

Reason

Comparing Apples with Oranges.

Thinking about Customer Loyalty… The Freakonomic Way

Thinking about Customer Loyalty… The Freakonomic Way

What do addicts , married couples , gamblers and patriots have in common?

“

Loyalty can be triggered by different drivers

Addiction Loyalty because of incentivization and sensitization.

Marriage Loyalty because of shared investments and obligations.

Religion Loyalty because of faith in values and norms.

Patriotism Loyalty because of cultural attachment.

Gambling Loyalty because of the chance to win big.

Gaming Loyalty because of achievement and immersion.

Investment Loyalty because of high switching costs.

#03 Reason

Conscious, not unconscious (In-) Competence.

Conscious Incompetence

Unconscious Incompetence

Conscious Competence

Unconscious Competence

Collaborate to Inspire

Conscious Incompetence

Unconscious Incompetence

Positive Deviance: Learning from the best, not the worst

Conscious Competence

Unconscious Competence

Positive Deviance: Learning from the best, not the worst

Scientific Principles: Unbiased observation

The Difference? P

roce

ss p

erf

orm

an

ce

Cumulative number of processes

Bottom 10%

Top 10%

25% Percentile

50% Percentile

75% Percentile

Improving 10% Improving 90%

Solve-near term problems

HO

W C

AN

YO

U S

TRU

CTU

RE

THE

COLL

AB

OR

ATI

ON

WHAT DO YOU WANT TO ACHIEVE

Tackle fundamental challenges Build innovation ecosystem

One-

off a

gree

ment

s and

cont

ract

sIns

titut

ionali

zed a

rran

geme

nts

IDEA LAB

Generate

options

DEEP

EXPLORATION

Access pipeline of

discoveries

GRAND

CHALLENGE

Develop research

agenda

EXTENDED

WORKBENCH

Applied research

contracts

IN SITU

RESEARCH

On-site projects

and sabbaticals

Takeaway Question: What is Your Collaboration Model?

Prof. Jan Recker, PhD

Woolworths Chair of Retail Innovation

Information Systems School

Science and Engineering Faculty

Queensland University of Technology

email j.recker@qut.edu.au

web www.janrecker.com

twitter janrecker