Social Business applications for the enterprise have long promised innovation as one of the desired use cases. In this Webinar, Charlene Li, Founder, Altimeter Group, and Milind Pansare, V.P. Product Marketing, Mindjet (Spigit), present customer use cases and strategies to enable repeatable business innovation with people, process and technology (enterprise innovation management software platforms).

1. March 12, 2014
Developing a Coherent Social Strategy
for Enterprise Innovation

2. Meet the Speakers
Charlene Li, Founder, Altimeter Group
Charlene is a frequently-quoted expert, having appeared on 60
Minutes, The PBS NewsHour, ABC News, and CNN. She is also
frequently quoted by The Wall Street Journal, The New York Times, The
Economist, Businessweek, USA Today, Reuters, and The Associated
Press. Fast Company recognized Charlene as one of the 100 most
creative people in business in 2010 and one of the most influential
women in technology in 2009.
Milnd Pansare, Vice President, Mindjet
Milind Pansare is Vice President at Mindjet. Milind has held product and
marketing leadership roles for over 25 years at Silicon Valley start-ups and
large tech companies and is a product expert on social collaboration and
innovation management technologies. He has served as an advisor to
start-ups and start-up incubators.

3. Agenda
• How Social Supports Innovation
• Success Factors of a Coherent Social Strategy
• Connecting Social and Innovation
• Q&A

4. How Social Supports Innovation

5. How Social Supports Innovation
Social
Innova+on
Common
Principles
Openness
Transparency
Execu+ve
Support
Adap+ve
Resilient
Networked

6. Innovate is a Core Social Business Objective
– Learn: What can be
learned from customers
and community!
– Dialog: The nature of our
interactions with customers!
– Support: How to provide
support via social channels!
– Advocate: How to build
advocacy among
customers and community!
– Innovate: Using customer
and community to drive
innovation!
Learn
Dialog
Support
Advocate
Innovate

7. Cambia Health Solutions Created Transformation
“We aren’t about ideas, we’re about
people with ideas, our igniters.”
- Mohan Nair, Chief Innovation Officer
• Purpose-focused from the start: To
create a culture of innovation
• Foundation building: I5 Process grew
igniters and evolved their ideas
• Validation: Presentation to CEO and
executive team
• Partnership: Product team + Innovation
team hosted company-wide challenge
The
results:
• 7%
of
employees
ac+vely
engaged
in
innova+on,
beyond
the
innova+on
team
• New
product
generated
over
$60M
in
sales
• Cross-­‐department
sharing

8. Social & Innovation Become Catalysts for Change
Everyone is a Marketer.
Everyone is an Innovator.
“This is wonderful.
This is terrifying.”

9. Innova+on
Today
Occasional
Idea-­‐Focused
Smart
Company
Process
Future
Innova+on
Constant
People-­‐Focused
Smart
Networks
Culture
Challenges of Innovation Today

10. Social is
About Relationships
How Social Supports Innovation

11. Social and Innovation
are About Relationships
How Social Supports Innovation

12. Success Factors of a
Coherent Social Strategy

13. Success Factors of Social Business

14. Success
Factor
#1:
Success
Factor
#2
Define
the
Overall
Business
Goals
Establish
the
Long-­‐Term
Vision
Connect your social and
innovation efforts to clear
business objectives!
!
Articulate a vision and
purpose for your
initiatives!
!

15. • Improve the ability for KP employees and Physicians to
connect, collaborate, and deliver
• Facilitate collective knowledge sharing across communities
of practice and interest communities of practice and interest
• Extend sharing beyond existing boundaries
• Speed time for adoption of successful practices
• Increase employee productivity and help employees do their
job better
• Increase employee satisfaction
Kaiser Permanente’s Innovation Goals

16. DPR Construction’s Core Value: “Ever Forward”
“Many companies have great ideas, but
unless you have people dedicated to the
implementation, there is no innovation.”
- Eric Lamb, DPR Exec VP
• DPR made Innovation the keystone of
its core values over 20 years ago.
• Foundation building: Full-time
innovation program manager and Six
full-time corporate innovation
champions along with part-time
regional assistance.
• Process: Ideas advance through
automated idea graduation thresholds,
and the team then reviews five to ten
ideas for implementation every week.
The
results:
• Efficiencies
in
field
=
value
to
customers
• 20%
supervisor
efficiency
gain
• Surveys
show
that
employees
feel
innova+on
efforts
have
made
their
work
beSer,
helping
aSract
and
retain
talent.

17. Success
Factor
#3:
Success
Factor
#4:
Get
ExecuEve
Support
Define
the
Roadmap
To scale takes the
support of key executives!
!
Strategy: What you do
and what you won’t do!

18. Get Executive Support and Involvement
• Established in 2009, The
Innovation Pipeline (TIP) has
involved 130,000 participants from
52 countries and all 50 states
• More than 25K innovation ideas
submitted
• $38M invested in viable projects
“This
is
a
program
that
gets
people
excited.
Normally,
front-­‐
line
employees
would
never
get
an
audience
with
execu+ve
leadership,
but
with
TIP
it’s
a
regular
occurrence.”
-­‐
Abhi
Ingle,
Vice
President
Ecosystem
and
Innova+on

19. Reverse Mentoring Aligns Executives at Cisco
• Source: Cisco Cisco Social Media Training, 2013!

20. Maersk Plans Engagement By Audience and Channel

22. Success
Factor
#5:
Success
Factor
#6:
Establish
Governance
and
Guidelines
Staff
Appropriately
How will governance and
decision making be
structured?!
What processes will be
followed?!
Who will lead and who will
follow?!

23. Define Key Processes
Source:
“H&R
Block’s
Response
Process”
David
Armano,
Edelman
2010

24. Walmart Acquired a Team to Drive Innovation

25. Cisco Integrates Innovation and Social
“We wanted to have a meaningful impact
attaching Cisco to the UK in a big way,
making the focus on innovation, skills,
and learning.”
- Tom Kneen, Head of Business
Development
• Purpose-focused: to raise awareness
of their role as an innovation leader
and their active partnership with
governments and global communities.
• Partnership: Launched at the London
Olympics with Prime Minister David
Cameron, and partnering with HR,
Legal, Marketing and PR firms.
The
results:
• Strategic
Alignment
with
growth
areas:
Internet
of
Things,
Big
Data,
Mobility
and
Collabora+on
• Uncovered
and
launched
innova+ve
startups
• A
sustainable
legacy
for
UK-­‐based
technology
innova+on.

26. Success
Factor
#7:
Invest
in
Technology
&
Resources
That
Supports
ObjecEves
Resist bright shiny
objects. Invest in
technology that supports
your strategy. !
!
Create long-term
investment buy-in with
your strategy.!

27. Success Factors of Social Business

28. Connecting Social and Innovation

29. #1 Align Social and Innovation Initiatives
Connect with your social
or digital strategist
counterpart!
!
Align 2014 & 2015 goals!
!
Create detailed
initiatives to tap into
synergies!

30. #2 Create a Culture of Sharing

31. 31
Deloitte uses Enterprise Social Networks
Deloitte Australia uses an ESN
to drive employee
collaboration and encourage
overall engagement.!

32. No relationships are perfect!
Google’s mantra: !
"“Fail fast, fail smart”!
#3 Master the Art of Failure

33. Social and Innovation
are About Relationships
How Social Supports Innovation

34. Q & A