Open Innovation and Social Networking: climbing past base camp in a connected knowledge universe...
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Open Innovation Open Innovation and Social Networking: and Social Networking: climbing past base camp in a climbing past base camp in a connected knowledge universe connected knowledge universe Jill A. Tarzian Sorensen Jill A. Tarzian Sorensen Bilyan, LLC Bilyan, LLC Presentation for the Washington Area Presentation for the Washington Area Technology Transfer Society Technology Transfer Society Washington, D.C. Washington, D.C. 18 February 2009 18 February 2009
Open Innovation and Social Networking: climbing past base camp in a connected knowledge universe Jill A. Tarzian Sorensen Bilyan, LLC Presentation for
Open Innovation and Social Networking: climbing past base camp
in a connected knowledge universe Jill A. Tarzian Sorensen Bilyan,
LLC Presentation for the Washington Area Technology Transfer
Society Washington, D.C. 18 February 2009
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I. T2 base camp II. Base camp+ tools: open innovation and
social networking III. Use cases: ready to hike, climb, explore IV.
Takeaways for the T2 professional Overview
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T2 base C.A.M.P. New what focused - intellectual property and
contracts (licenses) Patent, Trademark, Copyright, Trade secrets
Compositions of matter, Articles of manufacture, Machines,
Processes, New uses for same Patent SM TM Trade Secret
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Open Innovation stages collaborative climb who and why Closed
Innovation the lab is our world Open Innovation the world is our
lab Hire the best and the smartest Recognize that lots of smart
people work elsewhere, so find ways to interface with them Put them
in special conditions Open your networks to diverse talents
Innovators are free from market pressures to innovate from within
Innovators are exposed to real world needs, pressures and
information exchange to innovate by engagement Very pushy - move
technology pipeline from ideas to products Push and Pull -
non-linear process of ideation advances products and services
Delivered to passive customers Delivered to engaged customers
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Benefits of Open Innovation? Multiply sources of ideas,
parallel discovery Multiply sources of ideas, parallel discovery
Faster exchange of ideas through innovation action networks and
shared development Faster exchange of ideas through innovation
action networks and shared development Lower costs Lower costs
Skilled labor is more mobile and independent Skilled labor is more
mobile and independent Ability to outsource is growing with more
distributed workforce Ability to outsource is growing with more
distributed workforce More agile, better able to deal with
uncertainty of markets and technology, more adaptive, more
efficient More agile, better able to deal with uncertainty of
markets and technology, more adaptive, more efficient End of
knowledge monopolies (conventional IP models) as predominant
economic leverage End of knowledge monopolies (conventional IP
models) as predominant economic leverage
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Profile of the Open Innovator Approachable Plug and play Easy
interface Cut through complexity Innovate from borrowing ideas as
much as originating own Create public space platforms for
innovation, give partners good tools to innovate and focus on
advancing good ideas Test boundaries
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Promotes high social IQ, engaged by social networking Base
camp+ innovation is social, dynamic and non-linear Base camp+
innovation is social, dynamic and non-linear Ideation, authorship
and inventorship are born of multiple parties which continue to
evolve and refine best practices Created by interaction Influenced
by mass collaboration
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Do you fit the profile? Companies with an established
innovation culture empower employees to explore new ideas and ways
of working, to collaborate, to use external knowledge Innovation is
increasingly distributed Innomediaries are enabling an increasingly
active and distributed market for ideas New breed of independent
research labs create R&D pipelines Workforce mobility and
venture capital are eroding older models of knowledge containment
within corporate setting; involves active IP management ready to
identify and integrate developments for/from other companies These
factors allow smaller companies to seed, grow and be increasingly
influential with user communities globally
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KPI for corporate social IQ? * Brand Exposure: Metrics measure
how many people view each creative and the context in which they
are most receptive to it. Demographic Audience Insight: Detail the
demographic breakdown of your brand's exposure into age, gender,
location and interest categories. Engagement Levels: Determine how
users connect with your brand and the extent to which they interact
with it. Brand Assessment: Assess the perception of your brand with
questions tailored to determine: Awareness Favorability Preference
Attitude Purchase Intent (* www.sometrics.com)
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Harness the wave energy of knowledge abundance
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III. Use Cases
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Open Source Communities - caBIG caBIG, cancer Biomedical
Informatics Grid. is an information network enabling all
constituencies in the cancer community researchers, physicians, and
patients to share data and knowledge. https://cabig.nci.nih.gov/
The goals of caBIG are to: Connect scientists and practitioners
through a shareable and interoperable infrastructure Develop
standard rules and a common language to more easily share
information Build or adapt tools for collecting, analyzing,
integrating, and disseminating information associated with cancer
research and care. Federated: caBIG software and resources are
widely distributed, interlinked, and available to everyone in the
cancer research community, but institutions maintain local control
over their own resources and data. Open-development: caBIG tools
and infrastructure are being developed through an open,
participatory process. caBIG leverages existing resources whenever
possible, rather than building new tools in every case.
Open-access: caBIG resources are freely obtainable by the cancer
community to ensure broad data-sharing and collaboration.
Open-source: The caBIG source code is available to view, alter, and
redistribute.
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Structured communities of co- creation - IBM Solution Lab
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IBM ISL
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Nokias OI logic
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Xerox
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Unilevers e-scouting
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Boeing OI Coordinate and co- evolve innovation Alignment of
vision Network of niches, open and modular Distributed
innovation
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Philips
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Social Networking Metrics Possible Key Performance Indicators
(KPIs), more than hit count: return visits, time on site,
registration rates, comments, ratings, sharing with friends,
blogging or micro-blogging, downloading or embedding links, and a
host of other engagement indicators * * David Weir on Decoding
Social Network Metrics, Bnet Media, July 23, 2008 Soc Net Site June
08 % Change (Cf 6/07) ** MySpace 72,777 + 3.0 Blogger 44,887 + 59.0
Facebook 37,375 + 34.0 Wordpress 18,837 + 119.0 Flickr 16,003 +
66.0 ** David Weir, Id., citing www.Comscore.com
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V. Takeaways You dont have to be great at everything if you
know how to partner with excellence Build capacity for distributed
innovation and engagement Engage external sources of innovation
with easy, plug & play capacity wherever possible, including
collection of input from customers, suppliers, distributors,
employees, partners Risk of freneticism and loss of focus can be
balanced with strategic knowledge, active IP mgmt, business,
relationship and contracts management
http://www.apqc.org/PDF/osbc/in/in_preview.pdfhttp://www.apqc.org/PDF/osbc/in/in_preview.pdf
http:www.bcorporation.net http:www.sometrics.com
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Jill A. Tarzian Sorensen Bilyan, LLC [email protected]
443-514-7122 www.bilyan.com