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Social Innovation, a grassroots approach to innovation management, is proving to be a valuable complement to traditional, top-down methodologies of managing innovation. It is, however, relatively new and inherently less structured than traditional methodologies. As a result, innovation leaders often find it difficult to measure performance and evaluate health of their innovation communities. This presentation first defines social innovation. It then defines a set of social metrics that can be measured and used as the leading indicators of success of social innovation efforts.
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OPTIMIZING SOCIAL INNOVATION
Padmanabh [email protected]
Twitter: @nabhulousBlog:
http://blog.nabhulo.us
The Cereal Innovator
The Cereal Innovator
Idea originally proposed by a facility manager
Evolved based on input from other employees and market research
Took 3 years to develop – most of the time spent searching for the concept
Social Innovation
Bottom-Up approach to innovation that relies on business communities to propose, evolve, filter, and rank ideas in order to improve the top line (new products & markets), the bottom line (cost savings, process efficiencies) and everything in between (employee morale, customer satisfaction)
Flavors of Open Innovation
Tran
spare
ncy
Open Is Now Possible: Technology & Culture of Openness
6
Table Excerpt from A Whole New Mind - BY DANIEL H. PINK
Table Excerpt from A Whole New Mind - BY DANIEL H. PINK
Stop the Brain Drain
Solve the HiPPO Problem
8
The Innovation Funnel
Online Community Measurements
10
Framing Ideation
Source: Growth Alchemy, Mehrdad Baghai and Jeff Chan of McKinsey & Co. 2000
Improving Ideation Efficiency
Community
Campaigns
ThemesStrategic Direction
Ideation Index – Number of ideas per user in a given time frame
Needs dedicated innovation team as brokers
Must have a buy-in from P&L owners
Must provide direction without stifling creativity
Extending the Reach Ranges from up to
20% for larger communities to 80% for smaller campaigns
Must establish credibility
Proper bootstrapping is crucial
Initial and mid-campaign communication
Soft Launch
Word of Mouth
Official Launch
FirstEvent
Second Event
Reach: Ratio of number of site visitors tothe total potential number of users
Going Beyond 90-9-1 Rule
12 57 91 157
270
398
83913
9223
5048
930.00%
20.00%
40.00%
60.00%
80.00%
100.00%
120.00%
Active
Occasional
Lurkers
Innovation Communities: 62.2-37.5-0.3
Incentives for Improving Participation
LEADERBOAR
DIMPLEMENTATIO
N
MONETARY
REWARD
PROFIT SHARIN
G
RECOGNITION PRIVILEGE
SPONSOR
INNOVATOR
CO-CREATOR
EXPERT
CONNECTOR
CHEERLEADER
Ensuring Quality Participation
17
Collaboration Long Tail
4 796 1588238031720
50
100
150The Ideation Long
Tail
Collaborators
Improving Collaboration
Context-Aware Presentation
Improving Collaboration
Content-Based Information Routing
Improving Collaboration
Ubiquitous Innovation
Enhancing Stickiness
Offer multiple reasons to visit the site Ideation, blogging,
discussing trends Maintain continuity Keep it dynamic Engineer short term
events Short term
challenges, seasons
Community
Campaigns
ThemesStrategic Direction
Enhancing Stickiness
Gamify your community
Idea Evaluation & Ranking
Scaling up requires leveraging the crowd for filtering and ranking of ideas
Encourage discrimination
Factor in user reputation
Consider use of idea markets
Final Thoughts
Questions have changed from “why should we…” to “How do we…”
Key concerns Inherently chaotic nature of online communities/
social networks Confidentiality and originality of information Security
SaaS – the preferred implementation model
Final Thoughts
The need to provide incremental rewards and recognition is universally accepted Strategies range from virtual store purchases
to a fixed mapping to real currency A variety of approaches and philosophies
Short lived problem solving sessions to ongoing ideation
Fully transparent to complete anonymity Extent of “democratization” varies greatly
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