UKWIR CDW presentation slides
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This document summarizes a workshop held by 100%Open to help UKWIR design an open innovation challenge. It includes discussions on open innovation case studies and processes, developing interesting challenge questions, and recruiting innovators. The workshop aimed to provide understanding of open innovation, discuss potential challenge topics and language, and agree on involvement for UKWIR's working group.
UKWIR CDW presentation slides
- 1. 100%Open 2015 UKWIR Challenge Design Workshop 9 February 2015 1
- 2. 100%Open 2014 Wireless Network 9 February 2015 2 Network: CHW-Guests
- 3. 100%Open 2014 Welcome 100%Open 9 February 2015 3 Intro
- 4. 100%Open 2015 Challenge Design Tool 9 February 2015 4
- 5. 100%Open 20159 February 2015 5 Build on ideas
- 6. 100%Open 20159 February 2015 6 Lean in don’t lean back
- 7. 100%Open 20159 February 2015 7 No gadgets until the break
- 8. 100%Open 20159 February 2015 8 The rule of two feet
- 9. 100%Open 20149 February 2015 9 Chatham House Rules Participants are advised not to share anything confidential, and so are free to use any information received, but neither the identity nor the affiliation of any other participant, may be revealed.
- 10. 100%Open 2015 Introduction 9 February 2015 10 Constellations
- 11. 100%Open 2014 Introduction 9 February 2015 11 Introduction and Context - Steve Whipp UKWIR Project Manager
- 12. 100%Open 2015 UKWIR Project Steering Group Name Company Role Paul Henderson Welsh Water Client Manager Hans Jensen UKWIR Client Manager Lewis Jones South West Water Steering Group Mark Keen Southern Water Steering Group Martin Bradley Welsh Water Steering Group Mark Jones Severn Trent Water Steering Group Kieran Brocklebank United Utilities Steering Group Mark Williams Scottish Water Steering Group George Ponton Scottish Water Steering Group Chris Jones Northumbrian Water Steering Group Paul Rutter Thames Water Steering Group Sarah Gledhill Yorkshire Water Steering Group Barrie Holden Anglian Water Steering Group Steve Whipp Independent Project Manager UKWIR Project Steering Group
- 13. 100%Open 2015 Why are we here? The UKWIR Programme Group asked: • “Are we missing an opportunity by not undertaking open innovation?” • “How could we benefit from undertaking Open Innovation with a much wider community than we traditionally turn to for ideas?” • “How would we run competition to stimulate new ideas that might be better if they actually are generated by our customers?” • “Could use of social media be an opportunity to influence customers through providing better communication and understanding which would lead to a more empathetic relationship” The UKWIR Board sees this as a novel project but one that is entirely appropriate and an activity which is “safe” in working under the UKWIR Brand. We have reviewed open innovation facilitators from around the World and 100%Open has been engaged to lead us through an exercise to answer these questions. Why are we here? UKWIR PM03 A Design and Innovation Competition 100%Open challenge design workshop 28 Jan 2015
- 14. 100%Open 2015 Outcomes from today To: • provide an understanding of open web-based crowd sourcing to provide innovative challenge solutions, • discuss options for development of an UKWIR demonstration challenge, • agree the topic(s) and scope of challenge(s) as well as to learn about and agree the language to be used, • agree involvement of working group in the challenge. Outcomes from today
- 15. 100%Open 2015 UKWIR challenge design workshop 9 February 2015 15 Introduction to Open Innovation Roland Harwood
- 16. © 100%Open 20159 February 2015 16 The Birthday Paradox What are the chances that two people in this room share the same birthday?
- 17. 100%Open 2015 Birthday Paradox 9 February 2015 17 The probability of 2 people sharing the same birthday is over 50% with just 23 people in a group, and 99% in a group of just 57 people.
- 18. © 100%Open 200909/02/2015 18 3 minute JV “A new idea is nothing more or less than the combination of old elements.” James Webb Young
- 19. 100%Open 2015 3 Minute Joint Venture 1. Turn to somebody you don’t know. 2. Introduce yourselves to each other. 3. Find something you could do together. 4. Give your joint venture a name.
- 20. 3 Minute JV
- 21. © 100%Open 20159 February 2015 21 Open Innovation Innovating with partners by sharing the risks and the rewards.
- 22. 100%Open 20159 February 2015 22 22 More important to us Less important to us Sub-contract Archive Do it ourselves Open Innovation Within our capability Outside our capability Open Innovation
- 23. 100%Open 20159 February 2015 23 Two Models of Open Innovation • Starts with ‘what’ question: an innovation brief detailing a specific unmet need • Is a competitive marketplace amongst customers, suppliers or users • The innovation process is mediated by a Trusted Agent • Innovations are extracted through a linear process • Tend to be internal routes to market (e.g. license deals) Discover • Starts with a ‘who’ question: finding partners to explore a broad opportunity • Is a cooperative community & process , with customers, suppliers or users • The innovation process is facilitated through a Catalyst • Innovations are built using an iterative process • Tend to be external routes to market (e.g. joint ventures) Jam
- 24. 100%Open 2015 The Open Innovation Process 9 February 2015 24
- 25. © 100%Open 2015 Case Study – The LEGO Group We helped LEGO create their open innovation strategy and develop an ideas platform rolled out to all employees and to an external community of 500,000 people. 09/02/2015 25
- 26. 100%Open 2015 2 degrees of Separation 9 February 2015 26 "There are more smart people outside your company, than within it. It’s the law of numbers. Be adaptive.” Reid Hoffman
- 27. © 100%Open 2015 Case Study – P&G We have designed and ran various open innovation challenges with P&G, creating new productive partnerships with their customers, suppliers and other brands. 09/02/2015 27
- 28. © 100%Open 2015 Give > Get 2809/02/2015 “Connect on your similarities, and benefit from your differences.” Valdis Krebs
- 29. © 100%Open 2015 Case Study – E.ON Home of the Future was a service innovation competition with 45,000 customers, linked to a Channel 4 TV programme, that lead to 8 x £10m propositions. 09/02/2015 29
- 30. 100%Open 2015 Explore > Extract > Exploit 9 February 2015 30 “Open innovation is a U-Shaped Process.” Paul Vanags
- 31. 100%Open 2015 Outcomes 9 February 2015 31 Outcomes Co-created a new open innovation strategy that was approved by CMO and currently in process of being implemented. 100’s of social media marketing insights codified and synthesised based on 10,000’s social media comments. New £10m ideas co-created with 5000 customers including an E.ON electric vehicle breakdown recovery service New LEGO Ideas platform with 500,000 customers leading to several of LEGO’s most profitable recent product launches. Flexible giving app co-created and prototyped with Oxfam donors and customers and now in process of being built. Successfully launched Somersby in Switzerland reaching 20% of the population without traditional media activity.
- 32. 100%Open 2015 3 + 1 9 February 2015 32 1. What three things could we take from these case studies? 2.What one thing does not apply from these case studies and why?
- 33. 100%Open 2015
- 34. 1. Setting the innovation strategy – Vectors, Co-Lab Test 2. Finding unmet needs – Personas, Unmet Needs, Blueprint 3. Discovering new ideas – Co-Creation Techniques, Ideas Jam, Insight Crowd 4. Building prototypes – Prototyping Techniques, Prototype Evaluator 5. Developing propositions – IP Strategy Tool, Airlock, Sketch Templates 6. Making business models – Open Innovation Metrics, Business Model Canvas
- 35. 100%Open 2015 100%Open Toolkit 9 February 2015 35 www.toolkit.100open.com
- 36. 100%Open 20149 February 2015 36
- 37. 100%Open 2015 Give | Get 9 February 2015 37 Give | Get
- 38. 100%Open 2015 Give | Get 9 February 2015 38
- 39. 100%Open 2014 Break 9 February 2015 39 BREAK
- 40. 100%Open 2015 Give | Get Review 9 February 2015 40
- 41. 100%Open 20159 February 2015 41 Platform
- 42. 100%Open 20159 February 2015 42 Platform
- 43. 100%Open 2015 Perspectives 9 February 2015 43 Perspectives
- 44. Social Media at Affinity Water Timothy Compton Social Business Manager
- 45. 45 Creating community focused social media channels Building trust in our communities Providing a contextual customer experience Social Media at Affinity Water 2015
- 46. 46 Easy PersonalConsistent Quick Real-time Relevant Adds value Accuracy Sincerity Social Media at Affinity Water 2015
- 47. Highly visible and emotional contact 47 70% service failure 30% 2nd contact 70% positive Social Media at Affinity Water 2015
- 48. Conversations with us not just about us 48 Social Media at Affinity Water 2015
- 49. 49 Social Media at Affinity Water 2015 TIM LEANNE
- 50. 50 Community focused social media Building trust in our communities Providing a contextual customer experience Social Media at Affinity Water 2015
- 51. 100%Open 2015 Perspectives 9 February 2015 51 Paul Rutter
- 52. 100%Open 2015 Perspectives 9 February 2015 52 Stuart Edgar
- 53. 100%Open 2015 UKWIR challenge design workshop 9 February 2015 53 Listen and Learn Research Jeremy Hollow
- 54. 100%Open 20149 February 2015 54 Exploring the conversation about water
- 55. 100%Open 20149 February 2015 55 Exploring the conversation about water Seize the moment
- 56. 100%Open 2014 Exploring the conversation about water 9 February 2015 56 Pay fair
- 57. 100%Open 20149 February 2015 57 Exploring the conversation about water Liquid value
- 58. 100%Open 20149 February 2015 58 Exploring the conversation about water Lack of choice
- 59. 100%Open 20149 February 2015 59 Exploring the conversation about water Easy saving?
- 60. 100%Open 2014 Fishbowl discussion 9 February 2015 60 Lunch
- 61. 100%Open 2015 Co-drawing 9 February 2015 61 Co-drawing
- 62. 100%Open 2015 Introduction to Interesting Questions 9 February 2015 62 Open innovation only works if we ask Interesting Questions.
- 63. 100%Open 2015 Interesting Questions 9 February 2015 63 An Interesting Question is a summary of our challenge in less than 20 words. Writing it in this way serves to focus our minds on what we actually want An Interesting Question serves as an advertisement for our challenge and should be understandable and memorable 1. Imagine it on a poster in a local park. Will it interest passers –by? 2. It needs to be jargon-free so it can be understood by a wide non- technical audience. Specialists will still understand it! 3. Does it contain an interesting proposition for our innovation partners? If 1+2+3 then our Question is probably qualifies as interesting to innovators.
- 64. 100%Open 20159 February 2015 64 Our Questions need to be as Interesting to our colleagues as to our audience (or they won’t be interested in the answers and the innovation will be unlikely to reach the market) 1. Does our challenge qualify as an urgent and important need, rather than merely a want? 2. Would answering it increase growth or avoid a serious market issue? 3. Is it a question that we have failed to answer internally? If 1+2+3, our question probably qualifies as ‘interesting’ to our organisation. Interesting Questions
- 65. 100%Open 2015 Asking Interesting Questions 65 Too narrow Just right Too broad
- 66. 100%Open 2015 Interesting Question Examples 1. “How can we double the fun of the LEGO play experience?” 2. “How can the LEGO Group reduce the likelihood of static in the production atmosphere all year round, regardless of weather conditions?” 3. “Can you help P&G eliminate tomato stains fast?” 4. “How can people wash their clothes, their homes or their bodies, with just 1 cup of water?” 5. “How can people do good using their mobile phones in 3 minutes or less?” 6. “Orange invites proposals for innovative products, services, solutions or business models that grow audience share, increase customer loyalty and create significant revenues (in excess of €20m over 3 years) through web, mobile and TV propositions.” 7. “How can we measure energy in more meaningful ways than kWh or money, so that people use less?” 8. “How can we get people competing or collaborating to use less energy?”
- 67. 100%Open 2015 Asking Interesting Questions 67 1. Please develop 3 – 5 interesting questions 2. Write for as wide an audience as possible, beyond the usual suspects. 3. Understand the motivations of your chosen audience. 4. Write your challenge like a newspaper headline or poster. 5. Be polite and enthusiastic in tone. 6. Before publishing we are now going to ask you to try it out on a sample of your audience (your colleagues).
- 68. 100%Open 2015 Present back and dot voting 9 February 2015 68 Present back & voting
- 69. 100%Open 2014 100%Open Process 9 February 2015 69 Explore Extract Exploit Frame, Listen & Ideate Test Refine, Launch & Evaluate
- 70. 100%Open 2015 Recruitment and incentives 9 February 2015 70 Recruitment & initiatives
- 71. 100%Open 2015 Recruitment and initiatives 9 February 2015 71
- 72. 100%Open 2015 Personas tool 9 February 2015 72 • Who do we want to be part of the community? • Which groups could be interesting to engage?
- 73. 100%Open 20159 February 2015 73 Wrap up & next steps
- 74. 100%Open 2014 Feedback 9 February 2015 74 1. One thing that worked well/I enjoyed was… 2. One thing you would do differently next time was… 3. Anything else…
- 75. 100%Open 2014 Project contacts 9 February 2015 75 Roland Harwood Co-Founder & Networks Partner 100%Open | Somerset House | West Wing | London | WC2R 1LA Phone: +44 (0)20 7759 1050 | +44 (0)7811 761 435 Email: roland@100Open.com | david@100open.com Web: www.100Open.com Twitter: @100Open
Editor's Notes
- #5: This is the journey we’ll be going on today…to design our challenge. We are asking for your input to shape this challenge..
- #16: In this interactive session we will explore how we are all just one conversation away from pretty much everything and anything, and share first hand accounts of what brands like LEGO, P&G and Oxfam are doing about it to harness new insight, ideas and innovation. What can science learn from open business – doesn’t mean open about everything to everyone, open is not the same as free, give to get, global scale impact, What can business learn from open science – citizen science, peer review publishing, reputation based incentives, people scale networks Roland – Long line of academics, Trained as a scientist, Peter Higgs, Got bored almost immediately 100%Open – Open innovation agency – LEGO, P&G, Orange, E.ON – strategy, workshops, crowds What can science learn from open business – doesn’t mean open about everything to everyone, open is not the same as free, give to get, global scale impact, What can business learn from open science – citizen science, peer review publishing, reputation based incentives, people scale networks
- #19: Roland Interesting to you – interesting to them
- #20: ROLAND
- #25: SEAN to describe the 6 steps of co-creation and refer briefly to e.on and Oxfam Would like to get more background on the 6 step model too. ROLAND to mention a little about what we did with Barclays, P&G, LEGO, Carlsberg (if there is time)
- #29: 2 degrees of separation Birthday paradox
- #32: SEAN to describe the 6 steps of co-creation and refer briefly to e.on and Oxfam Would like to get more background on the 6 step model too. ROLAND to mention a little about what we did with Barclays, P&G, LEGO, Carlsberg (if there is time)
- #44: What have you done in this area – what have you learned?
- #46: A great customer experience that understands the context of each customer as much as possible, and delivers that great customer experience to everyone, every time.
- #48: 70% of our social media contact is as a result of a service failure. 30% of our social media contact is a 2nd contact i.e. they have already contacted us by another means We average 76% positive sentiment rating via social media. This is higher than our NPS and NES scores. Web hits increasing - 51% of all our incoming contact is digital and we reach a milestone of 1million in the last year. Incident in Surrey showed the power of social to mobilise a community, but also showed our approach is successful. Be open and honest. Our biggest detractors became some of our most important stakeholders. We are receiving contact that we haven't experienced before in our contact centres. We are now getting insight about how our customer really feel about us out in the community, not just at the point of transaction.
- #49: The emotive nature of our service means that when things go wrong our customer are unequivocal. We are a part of customers communities and a lot of people are talking about us. We want to have our share of the conversation, but don’t try to dominate. The more conversations we have on social media, the more people have used it as a point of contact. Our customers want to transact in real time and in public The majority of CS conversations end positively (or they don’t reply)
- #51: Love your communities and be passionate about serving them… they might just start to love you back <3
- #66: Too narrow – we need a chemical engineering firm who can provide us with a polymer material that can withstand heat of 1000 degrees and maintain it’s flexibility and strength Too broad – we want to solve climate change/world peace or we want to make more money/get good new ideas for our business Just right – see next slide
- #68: The rest of us take notes: How interesting for us and our innovation partners How to make each question even better/clearer/sharper Why is it interesting to our audience? Will people be excited by it? Will they send it to their friends or contacts? Do they have a realistic chance of a reward by answering it? If so our question qualifies as ‘interesting’ to our audience.
- #75: Interstitial page Use this page to divide sections of the presentation.