Andrea Vitali - From User Centered to Human Centered Innovation

From User Centered to Human Centered Innovation

Managing Innovation Course – 2011

Gsi EDU Research Group International (Switzerland)

Andrea Vitali

http://creativecommons.org/licenses/by-nc-sa/3.0/

Research Context • When ?

This research has been done during the first week of “Managing Innovation Course 2011”, by Gsi EDU Research Group International (Switzerland)

• Why ? Objective of this work was the accomplishment of an individual research activity with a dynamic personalization of “User Centered Innovation” topic course

• How ? The research has been done starting from: – course readings and documentation references provided

us by Tutors – new references identified and selected by me during the

activity task

2 Andrea Vitali – Human Centered Innovation - Attribution, Non Commercial, Share Alike

http://www.gsiserver.com/innovation/modules/news/article.php?storyid=2


Introduction

Why this Research? • Maybe these slides are crazy but … as Shyam

Sundaram said: “Willingness to take risk and see value in absurdity”

• To review some issues covered in Topic A - User Driven Innovation

• To propose an alternative analysis of Topic A - User Driven Innovation

• To innovate Innovation • To share and discuss with Course participants



Table of contents (1/2) What we think … from forum post • Research scope

• Roles

• Markets

• Needs

• Innovation

What they think … from literature and practice • Research scope

• Research centers / institutions

• Innovation principles

• Practices



Table of contents (2/2) What we may think … from ideas and experiences • From user centered innovation to …

• Human needs dimensions

• Human needs dimensions: EmocionArte

• Human leader

• Human centered innovation

• Human centered innovation: Ubuntu cup 2010

• Human centered innovation - Context

• Human centered innovation - Rules

• Human centered innovation - Innovation principles

• Human centered innovation - Critical succes factors

• Human centered innovation - How to measure

References



What we think … from posts This research couldn’t start without beginning from our common and virtual area of discussion: the Forum week 1.

I know that only one week has passed by, and the experience and the culture behind each of us are the most fascinating part of being at a learning event, one day from the other, with people coming from 4 continents, but various topics have been already inserted and different ideas have been shared among all of us.

In order to understand better how, as a community, we are innovating Innovation I made few considerations applying, for this research and for each post, three different keys introduced by von Hippel’s readings:

– Role: are we more user or provider when we write a post ?

– Market: are we referencing to a specific market when we write a post ?

– Needs: are we referencing to a specific need when we write a post ?

I think that the results can be interesting , providing us a student user profile.



What we think … Role Role: define how we act when we share informations creating a post

Compared to von Hippel’s reading, do we act more as a User or as a Manufacturer / Provider when we share informations ?

Methodology:

– each post has been assigned to one of these two categories: User or Provider

– the sum of the two categories is equal to the total of the analyzed posts (august, the 6th)

User Provider

Forum - Role 19 61

Forum - Role % 24% 76%

Total posts

Total posts % 100%

80



What we think … Market Market: define if we mention or refer to a specific sector when we share informations creating a post

Compared to von Hippel’s reading, which are the markets more attractive or interesting for us when we share informations ?

Methodology:

– each post has been assigned to a market (if mentioned) or to the category Not assigned

– If two or more markets have been specified, only the more important has been counted

– the sum of the categories is equal to the total of the analyzed posts (august, the 6th)

ICT Industrial MedicalSocial

networkFashion

Not

Mentioned

Forum - Market 20 7 1 4 1 47

Forum - Market % 25% 9% 1% 5% 1% 59%

Total posts

Total posts %

80

100%



What we think … Needs Need: define if we mention or refer to a specific sector when we share informations creating a post

Compared to von Hippel’s reading, we write about products and services needs or do we have other needs when we share informations ?

Methodology:

– each post has been assigned to one of these categories: Product, Service, Learning (when a User / Provider share sources or advices), Strategy (when a User / Provider share specific strategy to an issue)

– the sum of the categories is equal to the total of the analyzed posts (august, the 6th)

Product Service Learning Strategy

Forum - Needs 9 9 37 25

Forum - Needs % 11% 11% 46% 31%

Total posts

Total posts %

80

100%



What we think … Innovation So, this analysis point out that when we write a post in the Forum Week 1:

– Most of the time we provide information to an other student

– The information provided, quite most of the time, has value independently from a specific market, sometimes the market is mentioned

– The need supporting the post is mainly identified with a learning issue, sometimes with a strategy issue, rarely concern products or services

Maybe there are some difficulty to identify ourselves as a professional User in a specific market, or to focus at specific best and real practices that can be replicated. The mainly learning issues, plus discussions on how apply an operative strategy, show this direction in Innovation approach.

And outside this course what do they think about Innovation ?



What they think … from literature • The informations and data included in this part of the Research have been

collected by internet

• Due to the widespread of User Centered Innovation literature, added to the short time available , the research has been limited to some significants examples of trends and practices

• The country chosen in this research have been selected thanks to:

– von Hippel’s credentials for Danemark (lesson Democratizing Innovation)

– the efforts and results at different level of society of the National Innovation Strategy of Finland

• Practices describe what is new and what some companies from all over the world are doing today



Research centers / institutions Denmark - The NFBi network for research-based user-driven innovation

NFBi, run by the Alexandra Institute and partly funded by the Danish Ministry of Science, Technology and Innovation, was established with the aim of conveying knowledge of user-driven innovation. NFBi plays an active role in facilitating knowledge sharing and matchmaking between enterprises and knowledge environments with expertise in the field. NFBi is member-based and works in interdisciplinary teams with scientists and enterprises in the context of user involvement – at all levels of the innovation process.

Links to references and documentation: – New Product Development in Online Communities – User Driven Innovation with the Base of the Pyramid – The Alexandra Institute


http://www.nfbi.dk/fileadmin/nfbi/downloads/viden/Online_communities_UK.pdf


http://www.nfbi.dk/fileadmin/nfbi/downloads/viden/base_of_pyramid_UK.pdf

http://www.alexandra.dk/uk/Pages/default.aspx

http://www.alexandra.dk/uk/Pages/default.aspx


Research centers / institutions Denmark – FOR A, the Danish Enterprise and Construction Authority's

division for research and analysis FORA develops innovative analyses and proposals for the business policy agenda. Based on facts we deliver new knowledge to decision makers and draft recommendations for international, national and regional business policy. At FORA we work with authorities, researchers and companies world-wide to secure and international and holistic approach. Good ideas, creative people and fact-based knowledge are at the core of FORA's efforts. The vision to make a difference is the driving force behind FORA.

Links to references and documentation: – FORA - Innovative Thinking for Policy Makers – User driven innovation – Measures of innovation



http://foranet.dk/foraweb-english.aspx




http://foranet.dk/policy--research-en/innovation/user-driven-innovation.aspx

http://foranet.dk/media/4755/measures_of_innovation_2008.pdf


Research centers / institutions Denmark - Danmarks Tekniske Univeristet Executive School of Business

DTU Business is a center which provides executive programs in the areas of innovation, leadership, global management, and corporate entrepreneurship.

Links to references and documentation:

– Governance and Design of Collaborative User-driven Innovation

– Research updates



http://www.business.dtu.dk/Research/Projects/collaborative.aspx



http://www.business.dtu.dk/Research/Projects/collaborative/researchupdates.aspx


Research centers / institutions Finland - Finnish National Innovation Strategy

The 2010 Finnish National Innovation Strategy contains an important section on demand and User Driven Innovation: as part of the implementation of Finland’s national innovation strategy, the Finnish Ministry of Employment and the Economy has outlined a policy framework laying down the key elements of a demand and user-driven innovation policy.

Links to references and documentation: – Action programme presentation

– Demand and User-driven Innovation Policy – Framework (Part I) and Action Plan (Part II)



http://www.tem.fi/files/26301/Action_programme_presentation.pdf




http://www.tem.fi/index.phtml?C=98158&l=en&s=2086&xmid=4414








Research centers / institutions Finland - Nordic Innovation Centre

Nordic Innovation Centre has supported establishment of the Nordic Network of User-Driven Innovation and Living Lab networks, defined as managed collaboration networks (as opposite to self-organizing networks), which feature internal transparency and direct communication. Members of a network collaborate and share knowledge directly with each other, rather than through hierarchies. They come together with a shared vision because they are intrinsically motivated to do so and seek to collaborate in some way to advance an idea or a concept. Sustainable methodology and research infrastructure is a prerequisite for distributing innovation through the value chain. User driven open innovation tools can be considered as a platform for interactions, co-creation and feedback, or wider, as a vehicle for broad social, economic and institutional transformations.

Links to references and documentation: – Nordic network of living labs (Toolbox and project website)

– A Living Labs network for user-driven innovation of ICT services

– European Network of Living Labs

– Living Labs for user driven open innovation



http://www.lltoolbox.eu/

http://www.nordforsk.org/en/programs/a-living-labs-network-for-user-driven-innovation-of-ict-services



http://www.openlivinglabs.eu/

http://ec.europa.eu/information_society/activities/livinglabs/index_en.htm












Practices A new nature of innovation is emerging.

In order to formulate appropriate innovation policy encompassing a new nature of innovation, it is important to understand how the nature of innovation is changing.

Innovation is no longer mainly about science and technology. Firms can innovate in other ways. Co-creation, user involvement, environmental and societal challenges increasingly drive innovation today.

Collaborative, global networking and new public private partnerships are becoming crucial elements in companies’ innovation process.



Practices – Innovation Principles There are 9 innovation principles:

1. Co-creating Value with Customers

2. Users involvement in Innovation

3. Accessing and Combining Globally-Dispersed Knowledge

4. Forming Collaborative Networks and Partnerships

5. Levering Dynamics between Large Companies and Entrepreneurs

6. Environmental Concerns drive Innovation

7. Needs in Developing Countries drive Innovation

8. Welfare System Concerns drive Innovation

9. Technology’s Role as an Enabler of Innovation

Link to reference:

– Innovation Principles and Cases


http://www.newnatureofinnovation.org/innovation_principles_and_cases.html


Practices – Innovation Principles

Each of the innovation principles are based on evidence of new innovation behavior.

In order to illustrate the emerging behavior, we have used short business cases to describe what is new and what some companies from all over the world are doing today.

The business cases should be seen as new, but “weak signals” of the new forms of innovation.

Link to reference:

– Innovation Principles and Cases


http://www.newnatureofinnovation.org/innovation_principles_and_cases.html


Practices - Innovation Principle 1 Co-creating Value with Customers

In the new age of innovation, companies will co-create unique individual solutions with customers. The number of customers each company can co-create with might, in some cases, be virtually unlimited. Of course, there has always been a market for unique products, but this has tended to target a relatively small and exclusive customer group, and has been costly and time-consuming. Companies will need to use digital platforms to handle a lot of customers – in real time – at the same time. In addition, companies must collaborate with other companies through different networks, sometimes forming partnerships



Practices - Innovation Principle 1

Co-creating Value with Customers

Business cases:

– Medtronic CareLink Monitor

– Bridgestone Tyres

– Tutor Vista

– United Stationers

– Threadless.com


http://www.newnatureofinnovation.org/medtronic_carelink_monitor.html




http://www.newnatureofinnovation.org/bridgestone_tyres.html

http://www.newnatureofinnovation.org/bridgestone_tyres.html

http://www.newnatureofinnovation.org/tutor_vista.html

http://www.newnatureofinnovation.org/united_stationers.html

http://www.newnatureofinnovation.org/threadless.html



Users involvement in Innovation

Companies have started involving users at an earlier stage in the innovation process to understand what problems they face and need solved. By carefully planning user involvement in the innovation process, companies get access to user knowledge which can be crucial for developing new concepts and market-shaking innovations. ‘Users’ can be other companies or end users. In some cases a company will interact with other companies to gain knowledge on what solutions should be created, while in other cases a company will involve the end-user in the development of the solution. In order to obtain the often hidden knowledge users posses, they might be involved either indirectly in the innovation process (e.g. through user observations and user experiments), or they might be directly involved in innovating for the company (e.g. as lead users).




Users involvement in Innovation

Business cases:

– Jordan

– Deutsche Telecom

– Valve Software

– Lego Mindstorm

– Massachusetts General Hospital

– Intel


http://www.newnatureofinnovation.org/jordan.html

http://www.newnatureofinnovation.org/deutsche_telecom.html

http://www.newnatureofinnovation.org/valve_software.html

http://www.newnatureofinnovation.org/lego_mindstorm.html

http://www.newnatureofinnovation.org/lego_mindstorm.html

http://www.newnatureofinnovation.org/massachusetts_general_hospital.html

http://www.newnatureofinnovation.org/intel.html



Accessing and Combining Globally-Dispersed Knowledge

No single location alone can provide all the knowledge required for innovation, in particular for discontinuous innovation in the form of new products and solutions or new business models: innovation process is becoming global, requiring companies to access and combine knowledge that is available in different locations around the world. Certain knowledge elements can be codified and accessed at a distance, but other knowledge elements are of a tacit and context-specific nature, and remain embedded in their original localities. The increasingly complex nature of innovation requires companies to tap knowledge, intangible resources and talent from across the world; collaborate across borders and continents; and become meta-national innovators with an integrated global “innovation chain”.





Companies must therefore ensure that they are present in one way or another in their relevant lead markets and have local sources to technologies, which are required in order to innovate. Companies can do this by setting up local units or subsidiaries, or by forming collaborative arrangements with local companies, universities, or other research institutions. To this end, companies can collaborate with their users, customers, suppliers, or partners to access knowledge globally. Smaller companies today are able to use digital technology and international communities to access certain kinds of knowledge from anywhere in the world, thus enabling them to exploit new knowledge in a way similar to much larger transnational (or multinational) companies.





Business cases:

– Electronic Arts

– InnoCentive

– Propellerhead

– ST Microelectronics


http://www.newnatureofinnovation.org/electronic_arts.html

http://www.newnatureofinnovation.org/innocentive.html

http://www.newnatureofinnovation.org/propellerhead.html

http://www.newnatureofinnovation.org/st_microelectronics.html



Forming Collaborative Networks and Partnerships

Companies are forming collaborative networks and partnerships for innovation. The increasing complexity related to innovation today calls for a combination of skills, which can be obtained by collaborating across different types of companies. No single company possesses the vast amounts of specialist knowledge that is needed to solve today’s market challenges and create new and valuable solutions.

The partnerships consist of collaborations between companies’ customers or users, or collaboration with other companies, or collaboration with universities and other knowledge-based organizations to access knowledge globally and innovate.

To do this, companies have to combine and create new knowledge together. This calls for reciprocal influence and mutual trust. Companies are moving away from full control over their innovation processes towards shared influence over joint innovation processes. Knowledge is accessed externally and combined by the partners instead of one company alone owning all the elements of knowledge needed




Forming Collaborative Networks and Partnerships

Business cases:

– Grundfos

– Airtel

– Cuusoo.com


http://www.newnatureofinnovation.org/grundfos.html

http://www.newnatureofinnovation.org/airtel.html

http://www.newnatureofinnovation.org/cuusoo.html



Levering Dynamics between Large Companies and Entrepreneurs

Large companies use a range of methods to become more innovative. As companies grow and become big, they tend to lose some of the innovative capacity which was present when they were smaller or newly-started. Large companies are therefore creating programs to foster entrepreneurship internally, or working together with start-ups to take advantage of the knowledge and innovative culture held within the smaller companies. By creating programs to foster entrepreneurship, large companies are creating a culture where ideas can develop and be captured anywhere throughout the organization, spurring innovation among all employees.

Large companies are also looking outside of their own organizations and are forming partnerships with start-up companies in order to stay innovative. The smaller companies are seen as front-runners within their industry, possessing the newest knowledge, which can be combined with that of the larger company. By working together, these two types of companies spur innovation in a joint effort which no one of them could have achieved on their own.

In the future, dynamics between large companies and entrepreneurs will be an important source of innovation, with collaborations taking place in multiple locations across regions and continents.




Levering Dynamics between Large Companies and Entrepreneurs

Business cases:

– Hewlett-Packard and Danfoss

– T-Labs at the Technical University of Berlin

– Intel developing Wimax together with Clearwire


http://www.newnatureofinnovation.org/developing_an_entrepreneurial_culture_in_hewlett-packard_and_in_danfoss.html




http://www.newnatureofinnovation.org/t-labs_at_the_technical_university_of_berlin.html



http://www.newnatureofinnovation.org/intel_developing_wimax_together_with_clearwire.html






Practices - Innovation Principle 6 Environmental Concerns drive Innovation

New markets are being formed in response to the environmental challenges we face. Increased awareness of global challenges is creating demand for environmentally-friendly products. Companies are increasingly realizing that there is an economic perspective related to solving environmental problems. The companies see these problems as opportunities for creating new business concepts – developing environmentally-friendly products while simultaneously creating profits. Companies are also considering what effect their behavior has on the environment, and are re-considering their production processes, energy and water efficiency, raw material use, pesticide use and so on. Their focus is thus moving towards environmental responsibility – how companies can continue to operate profitably while simultaneously causing as little harm as possible to their surroundings




Environmental Concerns drive Innovation

Business cases:

– Project Better Place Denmark - Electric cars

– General Electric

– IBM Denmark – Big Green


http://www.newnatureofinnovation.org/project_better_place_denmark_-_electric_cars.html




http://www.newnatureofinnovation.org/general_electric.html

http://www.newnatureofinnovation.org/ibm_denmark_%E2%80%93_big_green.html





Practices - Innovation Principle 7 Needs in Developing Countries drive Innovation

New products and services are being developed to meet the needs of consumers in emerging markets. In order to deliver goods and services to markets in developing countries, firms must re-think their traditional business models – using new ways of selling and distributing products, levering new types of partners and employing new types of competencies in innovation teams. In many cases, the innovations developed for the developing countries also have a market value in the developed world. The insights gained from developing products and services for consumers in developing countries drive innovation everywhere.




Needs in Developing Countries drive Innovation

Business cases:

– Nokia

– Philips SMILE

– Google India

– GE Electrocardiogram

– Netbook


http://www.newnatureofinnovation.org/nokia.html

http://www.newnatureofinnovation.org/philips_smile.html

http://www.newnatureofinnovation.org/google_india.html

http://www.newnatureofinnovation.org/ge_electrocardiogram.html

http://www.newnatureofinnovation.org/netbook.html


Practices - Innovation Principle 8 Welfare System Concerns drive Innovation

Companies have started seeing the public sector as a market. Instead of merely supplying the public sector with products and services demanded, companies have started working together with the public sector to deliver new innovative solutions. The mix of public and private collaboration is spurring innovation in new areas. Companies are also seeing public services as an area where a multitude of opportunities exist for creating new solutions or delivering new products and services. In some cases, companies are better equipped at offering a solution to a public sector problem. If companies will participate in shaping the public services of the future, public services will increasingly become a source of innovation




Welfare System Concerns drive Innovation

Business cases:

– Make it Work

– Improved Quality of Life for the Elderly

– Building Schools for the Future


http://www.newnatureofinnovation.org/make_it_work.html

http://www.newnatureofinnovation.org/improved_quality_of_life_for_the_elderly.html

http://www.newnatureofinnovation.org/building_schools_for_the_future.html


Practices - Innovation Principle 9 Technology’s Role as an Enabler of Innovation

In the new era of innovation, technology will become an indispensable enabler of company innovation, but new technology will be less and less the driver of company innovation. Already, digital technology is an indispensable element in nearly all innovation, and the internet will enable companies to innovate in new ways, where service innovation and new business models will play a major role. Companies are looking for new business opportunities in solving problems for individual consumers and citizens, or addressing global challenges such as climate change, clean water or social needs. Sometimes, new and better solutions are created with existing technologies or new combinations of existing technologies. Every so often, new technologies need to be developed to create satisfactory solutions, but even when new technology is needed, the technology is not necessarily the driver of innovation – but rather an enabler. The declining importance of technology as a driver of company innovation does not mean that new technology will be less important at macro or national level. For societies, new technology will still be a crucial factor in creating higher living standards and solving critical problems related to global challenges




Technology’s Role as an Enabler of Innovation

Business cases:

– Philips

– ICICI Mobile

– ICICI Prudential


http://www.newnatureofinnovation.org/philips.html

http://www.newnatureofinnovation.org/icici_mobile.html

http://www.newnatureofinnovation.org/icici_prudential.html


Practices – Innovation Principles As we seen in the previous slides a new nature of innovation is emerging. We are convinced that a better understanding of the new nature of innovation, supported by case studies from both the private and public sector, will inspire the way in which we think innovation and create the best conditions for our countries to become global leaders on innovation. Link to Full Report:

– New Nature of Innovation Link to suggested lecture:

– The Oslo Manual


http://www.newnatureofinnovation.org/full_report.pdf

http://www.oecd.org/dataoecd/35/61/2367580.pdf


What we may think … from ideas and experiences

What have been presented in this research till now was based on Course posts and the literature regarding trends and real practices.

Now, starting from these results, is my intention to continue Innovation analysis by sharing and proposing a different Innovation framework. This final step of the research, as the title of this slide suggests, is based on my personal and professional experiences during last fifthteen years.



From user centered Innovation to ...

As we seen User Centered Innovation is mainly based on subjects that are:

– User

– For profit company

– Technology

– Product

– Service

How could be leveraged the underlined philosophy of COOPERATION, in term of actors and instruments, in order to propose a broaden framework of innovation ?



Imagine if ….

From user centered Innovation to ...

Consumer User Human being From … To … To …

What in common ? NEEDS ….. So ?

Human Centered Innovation

Needs New Ideas Human

new

old



Imagine if ….

Assumptions …

User Needs

• product

• service

From … To … Human Needs

• tangible

• intangible

Human dimensions

• internal

• external

and ….



Human Needs Dimensions …

Human dimensions

Human needs intangible tangible

internal

external tangible external

intangible external

Intangible internal

tangible internal



Human Needs Dimensions examples …

tangible internal

For example: health, medicine, food … References: E. von Hippel (cap 2) - Surgery

intangible internal

For example: human happyness, philosophy, religion …

References: S. Sinek - Why ?

tangible external

For example: house, car, PC … References: E. von Hippel (cap 2) – Extreme sporting equipment

intangible external

For example: human relations, Community, sustainability …

References: E. von Hippel (cap 2) – Library; R. Verganti (User-Centered Innovation Is Not

Sustainable)



Human Needs Dimensions EmocionArte

During my activity with EmocionArte, whose project idea was born out of the Argentina crisis during December 2001, all those dimensions were experimented . EmocionArte fair trade aim was based upon two main goals: push the growth of native South-American community via the selling of their ethnic handicraft; cooperate with no profit companies and cultural institutions in order to spread different Latin-American cultures, ethnic handicraft products, and to raise funds for poor communities.



Human Needs Dimensions

Human dimensions


internal

external

Clothes, toys, books for

native community

Children school, hand

made training, crafts men community

Human rights and values,

knowledge, culture and

history of native community

Health, medicine and

food for native community

EmocionArte



so Human Centered Innovation …

New Ideas Human

Needs New Ideas Human

Human dimensions


internal

external

tangible external

intangible external

Intangible internal

tangible internal

From …

To …



Practices – Human Centered Innovation Principles

How does Human Centered Innovation previous slides influence the 9 innovation principles ?

1. Co-creating Value with Human being

2. Human being involvement in Innovation

3. Accessing and Combining Globally-Dispersed Knowledge

4. Forming Collaborative Networks and Partnerships

5. Levering Dynamics between Large Companies and Entrepreneurs

6. Environmental Concerns drive Innovation

7. Human Needs in Developing Countries drive Innovation

8. Welfare System Concerns drive Innovation

9. Technology’s Role as an Enabler of Innovation for:

• tangible and intangible Human Needs

• Internal and external Human Dimensions



and New Ideas ? Assumption …

Imagine if ….

Lead Users From … To … Human Leaders

So new ideas come from Human Leader … but who are they ?

• They are at the leading edge of an important human need dimension trend(s), and so are currently experiencing needs that will later be experienced by many users in that Need

• They anticipate relatively high benefits from obtaining a solution to their needs, and so may innovate



Human leader …

How they innovate ? Law of diffusion of Innovation Num° of

Human being

Time 16 %

References: S. Sinek - Why ?

Community innovation

Public innovation

84 %

Human Need Dimension



Human Leaders examples …

tangible internal

James Thompson (stem cell), Christiaan Barnard (heart transplant)

intangible internal

Jesus, Confucio

tangible external

Alessandro Volta (battery), Steve Jobs (apple)

intangible external

ML King, Timothy John Berners-Lee (www),



so Human Centered Innovation …

Human

Human dimensions


internal

external

tangible external

intangible external

Intangible internal

tangible internal

From …

To …

New Ideas Human

Human dimensions


internal

external

tangible external

intangibl

e external

Intangibl

e internal

tangible

internal

Num° of Human being

Time 16 %


Public innovation

84 %


Human Leader

Human Leader




Ubuntu Cup 2010 - Parliamentarian World Cup with the Institutions

Before explain the project scope it’s fundamental to share the meaning of “Ubuntu”, as defined by Archbishop Desmond Tutu, awarded by the Peace Nobel Prize:

“We say a person is a person through other persons. That we belong in the bundle of life. And I want you to be all you can be, because that’s the only way I can be all I can be. I need you! I need you to be you so that I can be me”



Human Centered Innovation Ubuntu Cup 2010 - Parliamentarian World Cup with the Institutions

It’s from Ubuntu that we had the idea of the Ubuntu Cup based on Social Soccer, whose aim is to:

“Promote soccer as a spontaneous and direct way to communicate, share, spread and educate to the social and formative aspects of soccer also as a model of social integration”

and the priorities are: • Creation and working out of tournaments, events and amateur sport

events related to soccer • Cultural exchange among people, with a particular reference to young

people, who are the future of each society • Fight against all forms of social, political and religious discriminations • Facilitate the integration of ethnic minorities in the social field



Human Centered Innovation Ubuntu Cup 2010 - Parliamentarian World Cup with the Institutions

Why Ubuntu Cup 2010 - Parliamentarian World Cup with the Institutions project ?

• Create steady bilateral relations among political, civil and social associations in different countries, and facilitate the cultural exchange among different countries, with a particular reference to young people and women

• Promote the social soccer in Namibia, presenting and adding value to the local associations that effectually work for communication, sharing, spreading and education to the social and forming aspects of soccer seen as a model of social integration

• Facilitate the exchange of information related to researches and local and foreign projects which represent successful experiences, thanks to results that have already been tested in different social realities

• Promote the knowledge and create new social development adding value to Namibia

The Project summarizes the philosophy and the values of Ubuntu Cup Project – Social Soccer through two main stages, which are sequential:

• The soccer tournament

• The workshops



Human Needs Dimensions

Human dimensions


internal

external

Football camp, social housing, decent work

Bilateral relations,

political - civil - social

associations

Human rights and values, cultural development, best practices sharing, model

for african communities

Health, medicine, pregnancy

among teenager




Human Leaders

tangible internal

Women social associations (international & local)

intangible internal

Politics and institutions (international & local)

tangible external

Women & youth sport associations (international & local)

intangible external

Women & youth civil & social associations (international & local)




But what about von Hippel’s Manufacturers ?

User

• Obj: solution of needs

• Scope: experience

From … Manufacture

• Obj: profit

• Scope: market

Versus …

Human being

• Obj: solution of needs

• Scope: experience

Not for Profit

• Obj: human being & world

• Scope: Not Market, Not State

To … Versus …

=> Dichotomy

=> Complementary





1. Co-creating Value with Human being 2. Human being involvement in Innovation 3. Accessing and Combining Globally-Dispersed Knowledge 4. Forming Collaborative Networks and Partnerships for Not For Profit,

Human Leader and Human being 5. Levering Dynamics among Not For Profit, Human Leader and Human

being 6. Environmental Concerns drive Innovation 7. Human Needs in Developing Countries drive Innovation 8. Welfare System Concerns drive Innovation for State, Market and Not

For Profit Cooperation 9. Technology’s Role as an Enabler of Innovation for:

• tangible and intangible Human Needs • Internal and external Human Dimensions



Human Centered Innovation … what is missing ?

Human

Human dimensions


internal

external

tangible external

intangible external

Intangible internal

tangible internal

To …


Time 16 %


Public innovation

84 %


The “Context” !! No human being with Time and no Space …

Human Leader

Not For Profit

Or / and

Human Leader

Not For Profit

Or / and



The “context” vs Human Needs Dimension Human

dimensions


internal

external tangible external

intangible external

Intangible internal

tangible internal

local

global

Context or Span of Human Needs Dimension



The “context” vs Innovation

local

global

Context or Span of Innovation


Time 16 %


Public innovation

84 %




Human Centered Innovation with “context”

Human

Human dimensions


internal

external

tangible external

intangible external

Intangible internal

tangible internal


Time 16 %


Public innovation

84 %


local

global

Context or Span of Innovation

local

global

Context or Span of Human Needs Dimension

Human Leader

Not For Profit

Or / and

Human Leader

Not For Profit

Or / and




For “Human” in HCI model:

Imagine these simple rules for Human Centered Innovation ….

• Human Rights, global context

• Children Rights, global context

• Community Rights, local context

• People Rights, local context

For “Context” in HCI model:

Sustaintability Global Local





1. Co-creating Value with Human being 2. Human being involvement in Innovation 3. Accessing and Combining Global and local Dispersed Knowledge 4. Forming Collaborative Networks and Partnerships for Not For Profit,

Human Leader and Human being 5. Levering Dynamics among Not For Profit, Human Leader and Human

being 6. Global and local Environmental Concerns drive Innovation with

respect to sustaintability 7. Human and Context Needs in Developing Countries drive Innovation 8. Welfare System Concerns drive Innovation for State, Market and Not

For Profit Cooperation 9. Technology’s Role as an Enabler of Innovation for:

• tangible and intangible Human Needs • Internal and external Human Dimensions



Innovation's Nine Critical Success Factors

Now some new concepts can be integrated in few CSF:

1. A compelling Human Need Dimension for innovation. 2. An inspiring, shared vision of the future. 3. A fully aligned strategic innovation agenda. 4. Visible Not For Profit senior management involvement. 5. A decision-making model that fosters teamwork in support of passionate champions. 6. A creatively resourced, multi-functional dedicated Community. 7. Open-minded exploration of the Human Need Dimension drivers of innovation. 8. Willingness to take risk and see value in absurdity. 9. A well-defined yet flexible execution process.

References: S. Sundaram – InnoVLE – Forum Week 1




How can we measure Human Centered Innovation ?

If we consider what we said in the last part of this research we see that Human being and Not For Profit institutions, seen as a result of a Human being community, are the main actors of Human Centered Innovation framework.

For this reason we should measure Human Centered Innovation by quantifying the innovation value for social stakeholders and their context: one method is represented by Social Return On Investment (SROI) approach.

What is SROI ? SROI is a framework for understanding, measuring and managing the outcomes of an organisation’s activities. SROI can encompass all types of outcomes – social, economic and environmental – but it is based on involving stakeholders in determining which outcomes are relevant. It is based on a set of principles that are applied within a framework. SROI seeks to include the values of people that are often excluded from markets in the same terms as used in markets, that is money, in order to give people a voice in resource allocation decisions.



Human Centered Innovation SROI 7 principles: 1. Involve stakeholders: Stakeholders should inform what gets measured and how

this is measured and valued 2. Understand what changes: Articulate how change is created and evaluate this

through evidence gathered, recognizing positive and negative changes as well as those that are intended and unintended

3. Value the things that matter: Use financial proxies in order that the value of the outcomes can be recognized

4. Only include what is material: Determine what information and evidence must be included in the accounts to give a true and fair picture, such that stakeholders can draw reasonable conclusions about impact

5. Do not over-claim: Organisations should only claim the value that they are responsible for creating

6. Be transparent: Demonstrate the basis on which the analysis may be considered accurate and honest and show that it will be reported to and discussed with stakeholders

7. Verify the result: Ensure appropriate independent verification of the account

Link to reference: – SROI 7 Principles


http://www.thesroinetwork.org/what-is-sroi



Principles are core to SROI and how it should be used. However, in encouraging consistency of models, the SROI Network is in discussion with practitioners who use related tools to see if principles can be aligned and agreement established on measuring social impact. Therefore, these principles and how they are expressed may be revised. SROI can help you improve services in a range of ways. It can help you: • understand the social, environmental and economic value created by your

work • maximise the positive change you create and identify and manage any

negative outcomes arising from your work • reconsider which organisations or people you should be working with, or

improve the way you engage with your stakeholders • find ways to collect more useful, better quality information



Human Centered Innovation SROI process:

• Establishing scope and identifying key stakeholders: boundaries about what your SROI analysis will cover, who will be involved in the process and how

• Mapping outcomes: engaging with your stakeholders develop an impact map (also called a theory of change or logic model) which shows the relationship between inputs, outputs and outcomes

• Evidencing outcomes and giving them a value: finding data to show whether outcomes have happened and then giving them a monetary value

• Establishing impact: aspects of change that would have happened anyway or are a result of other factors are taken out of the analysis

• Calculating the SROI: adding up all the benefits, subtracting any negatives and comparing the result with the investment

• Reporting, using and embedding: verification of the report, sharing findings with stakeholders and responding to them, and embedding good outcomes processes



References

Internet Sites:

• The NFBi network for research-based user-driven innovation

• FORA, the Danish Enterprise and Construction Authority's division for research and analysis

• Danmarks Tekniske Univeristet Executive School of Business

• Finnish National Innovation Strategy

• Nordic Network of User-Driven Innovation and Livinglabbing

• The SROI Network

Book:

• Von Hippel, E.(2005), Democratizing Innovation, MIT Press

Video:

• Sinek, S. (2009), How great leaders inspire action


http://www.nfbi.dk/index.php?id=131











http://www.business.dtu.dk/About.aspx







http://www.tem.fi/index.phtml?l=en&s=2411

http://www.nordicinnovation.org/Publications/nordic-network-of-user-driven-innovation-and-livinglabbing/




http://www.thesroinetwork.org/




Education

Andrea Vitali - From User Centered to Human Centered Innovation