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Innovation sica
- 1. Open-Knowledge - Milan – London – Shanghai – Sydney LEVERAGING SOCIAL CAPITAL FOR INNOVATION Rosario Sica Open-Knowledge POWER TO THE PEOPLE
- 2. Open-Knowledge - Milan – London – Shanghai – Sydney Social web Social Enterprise & Collaboration SNA-ONAFramework Case history Social Capital
- 3. Open-Knowledge - Milan – London – Shanghai – Sydney Io e il valore del NOI (Io)noi
- 4. Open-Knowledge - Milan – London – Shanghai – Sydney TIME December 1982 “Person of the year” per il settimanale TIME TIME December 2006
- 5. Open-Knowledge - Milan – London – Shanghai – Sydney 2006 2009 Dal Web 2.0 ai Social Media
- 6. Open-Knowledge - Milan – London – Shanghai – Sydney
- 7. Open-Knowledge - Milan – London – Shanghai – Sydney Se Facebook fosse uno stato sarebbe il terzo stato più grande del pianeta
- 8. Open-Knowledge - Milan – London – Shanghai – Sydney
- 9. Open-Knowledge - Milan – London – Shanghai – Sydney 9
- 10. Open-Knowledge - Milan – London – Shanghai – Sydney Social Enterprise
- 11. Open-Knowledge - Milan – London – Shanghai – Sydney Organizzazione formale e networking Apertura, flessibilità, solidità problem solving, spontaneità, passione, velocità… Obiettivi, strategie, pianificazione efficienza, procedure, processi, standard…
- 12. Open-Knowledge - Milan – London – Shanghai – Sydney Social Network Analisys & Organizational Network Analisys
- 13. Open-Knowledge - Milan – London – Shanghai – Sydney The power of social networks Sociology: J.L. Moreno (sociogramme, sociometrics) and the school of Gestalt (1934) Social Anthropology: Elton Mayo (the weight of inter-personal relations in the workplace: General Electric) Marc Granovetter and the theory of the weak bonds (Harvard University) as well as the point of no return (“tipping point”) Theory of the network: Rob Cross, Stephen Borgatti Web 2.0: explosion of social networking and peer-to-peer information exchange Raymond Morrell Poermandya Bailey Gallagher Saracoglou Ayhan De Vries Clancy Nolan
- 14. Open-Knowledge - Milan – London – Shanghai – Sydney Framework
- 15. Open-Knowledge - Milan – London – Shanghai – Sydney INCREMENTAL OR RADICAL INNOVATION?
- 16. Open-Knowledge - Milan – London – Shanghai – Sydney
- 17. Open-Knowledge - Milan – London – Shanghai – Sydney Lots of books about innovation… …but little innovation to be seen
- 18. Open-Knowledge - Milan – London – Shanghai – Sydney INNOVATING USING SOCIAL CAPITAL IS REALLY ABOUT Creating the right audiences, motivations and context
- 19. Open-Knowledge - Milan – London – Shanghai – Sydney Framework
- 20. Open-Knowledge - Milan – London – Shanghai – Sydney So what does this mean for you?
- 21. Open-Knowledge - Milan – London – Shanghai – Sydney 21
- 22. Open-Knowledge - Milan – London – Shanghai – Sydney Innovation: Great Ideas… IMPLEMENTED
- 23. Open-Knowledge - Milan – London – Shanghai – Sydney EXPLORERS
- 24. Open-Knowledge - Milan – London – Shanghai – Sydney EXPLOITERS
- 25. Open-Knowledge - Milan – London – Shanghai – Sydney The Engagement gap EXPLORERS EXPLOITERS ENGAGERS
- 26. Open-Knowledge - Milan – London – Shanghai – Sydney INNOVATION PROCESS IN TERMS OF NETWORKS
- 27. Open-Knowledge - Milan – London – Shanghai – Sydney The Formal… CONCEPTS EXPERIMENTS BUSINESS VENTURES IDEAS PLATFORMS NEW BUSINESS
- 28. Open-Knowledge - Milan – London – Shanghai – Sydney …& the Informal – reality!
- 29. Open-Knowledge - Milan – London – Shanghai – Sydney ‘Socialising the three ‘E’s’ of Innovation
- 30. Open-Knowledge - Milan – London – Shanghai – Sydney Case history
- 31. Open-Knowledge - Milan – London – Shanghai – Sydney Due iniziative di innovazione nella Pubblica Amministrazione UK The Innovation Pool Scottish Water Scottish Water è la società pubblica, controllata dal governo Scozzese, che gestisce le infrastrutture di distribuzione di acqua e di raccolta delle acque reflue in tutto il paese. Conta oggi 3.700 dipendenti. Gentoo Re-Imagine Gentoo Group Gentoo Group è un gruppo che opera nel nord dell’Inghilterra e comprende una cooperativa edilizia con oltre 30.000 edifici, un’impresa di costruzioni anche edilizie e un ramo dedicato allo sviluppo immobiliare. Conta oggi oltre 1.700 dipendenti.
- 32. Open-Knowledge - Milan – London – Shanghai – Sydney Una piattaforma di Idea Management: Spigit I processi che portano alla condivisione, discussione e – perché no – concretizzazione di idee innovative in azienda passano sempre più frequentemente da piattaforme web-based ad uso e consumo di dipendenti, collaboratori esterni e attori che gravitano attorno all’azienda. È un processo che tende ad avvicinare dipendenti e collaboratori alle scelte del management, creare un clima partecipativo su tematiche di importanza strategica e può valorizzare le potenzialità inespresse in azienda premiando la cosiddetta “collective intelligence”.
- 33. Open-Knowledge - Milan – London – Shanghai – Sydney Explore Phase: a) strength of weak ties Director of Operations Technical Co ordinator Head of Maint.& Minor Works Finance Manager Finance Manager Electrical Designer Technical Manager Senior Project Controller Finance Manager
- 34. Open-Knowledge - Milan – London – Shanghai – Sydney Explore Phase: b) strong ties - community Assistant Project Controller Senior Auditor Senior Quantity Surveyor Head of People Development Snr. Policy & Research Officer Director of OperationsAsst. Chief Executive Head of Service (Operations) Head of Communications Technical Manager Director of Customer Services Customer Services Assistant Senior Project Controller Property Info Officer Asst. Chief Executive Policy & Research Officer
- 35. Open-Knowledge - Milan – London – Shanghai – Sydney Engage Phase: Senior Quantity Surveyor Head of People Development Systems Support Manager Snr. Policy & Research Officer Sustainability Project Off Operations Manager ICT Service Delivery Manager Project Manager Supported Housing Manager Head of Business Assurance Director of Operations Public Relations Manager Project Mgr (Special Projects) Head of Service (Operations) Development Manager Green Operations Manager Knowledge Manager Sen. Systems Support Engineer Head of Communications Technical Manager Director of Customer Services Head of Business Improvement Senior Project Controller Contact Centre Manager Director of Gentoo Green Policy & Research Officer Where are the Explorer/Management Relationships? Executive cluster has “thin” connection to Contact centre and Operations
- 36. Open-Knowledge - Milan – London – Shanghai – Sydney Exploitation Phase: ‘Programmable’ exploitation Senior Management Management Exploitation is largely top-down
- 37. Open-Knowledge - Milan – London – Shanghai – Sydney Exploitation phase: Exploitation complex Head of People Development Snr. Policy & Research Officer Sustainability Project Off Neighbourhood Support Officer Arborcultural Team Leader Sustainability Project Off Finance Manager Building Surveyor Electrical Designer Head of Communications Head of Business Improvement Contact Centre Manager Asst. Chief Executive Exploit by Department
- 38. Open-Knowledge - Milan – London – Shanghai – Sydney The 3 E’s in practice Exploitation: Programmable Director of Operations Technical Co ordinator Head of Maint.& Minor Works Finance Manager Finance Manager Electrical Designer Technical Manager Senior Project Controller Finance Manager Assistant Project Controller Senior Auditor Senior Quantity Surveyor Head of People Development Snr. Policy & Research Officer Director of OperationsAsst. Chief Executive Head of Service (Operations) Head of Communications Technical Manager Director of Customer Services Customer Services Assistant Senior Project Controller Property Info Officer Asst. Chief Executive Policy & Research Officer Senior Quantity Surveyor Head of People Development Systems Support Manager Snr. Policy & Research Officer Sustainability Project Off Operations Manager ICT Service Delivery Manager Project Manager Supported Housing Manager Head of Business Assurance Director of Operations Public Relations Manager Project Mgr (Special Projects) Head of Service (Operations) Development Manager Green Operations Manager Knowledge Manager Sen. Systems Support Engineer Head of Communications Technical Manager Director of Customer Services Head of Business Improvement Senior Project Controller Contact Centre Manager Director of Gentoo Green Policy & Research Officer Head of People Development Snr. Policy & Research Officer Sustainability Project Off Neighbourhood Support Officer Arborcultural Team Leader Sustainability Project Off Finance Manager Building Surveyor Electrical Designer Head of Communications Head of Business Improvement Contact Centre Manager Asst. Chief Executive Explore: Strength of Weak Ties Model Explore: Communities Model Engage (with Executive) Exploitation: Complex
- 39. Open-Knowledge - Milan – London – Shanghai – Sydney Social capital is the key innovation differentiator… the rest is business as usual…
- 40. Open-Knowledge - Milan – London – Shanghai – Sydney Keep in touch! www.open-knowledge.it rosario.sica@open-knowledge.it @rsica MILANO LONDON SYDNEY SHANGHAI
Notes de l'éditeur
- These titles and the proliferation of articles on innovation show how trivialised and vacuous the term has become. The concept has become a cultural affectation and an advertising gimmick. The fact that innovation is no longer simply about Research and Development (R&D), technology or investment but is now applied to everything that moves: culture, employees, creativity, thinking on the left side of the brain, role-models, etc., reveals that the discussion is one that is taking place within its own terms and is no longer linked to a broader purpose. This extraordinary attempt to promote innovation is, as I will argue below, a sign of its absence.If we were living through an era of innovation we would be having a different discussion. We would be talking about inventions or technologies or their impact or what is next. Instead we are talking about innovation as an end in itself unrelated to any broader social process which is hardly innovative. It apes the equally vacuous debate in political circles about the ‘Big Idea’. If it existed politicians and the media would be talking about solving problems rather than trying to find the Big Idea
- Il numero relativamente elevato di relazioni reciproche che esistono tra il personaleSuggerisce una cultura di collaborazione - ma limitata entro singole unità di business non è tra loro
- Questo framewrok porta una vista dell'innovazione Nei NETWORK Frameworki in cui le transizioni tra le fasi sono gestite meno come “fase o stadio', ma più come una progressiva transizione di messa a fuoco dei partecipanti.
- Puntochiave: Idee hanno più probabilità di provenire da connessioni deboli (legami) che da legami più stretti;Queste personale sono identificate come quelle di transizione attraverso connessioni business unit debole - molti non si identificano come esploratori di idea –ma il ruolo di pontedeve essere esplicitato e valorizzato
- Riconosciuto IDEA generatori sono analizzati per come si relazionano l'uno all'altro come informale 'think tank';Qui siamo alla ricerca di rapporti di reciprocità tra generatori di idee ein particolare di quegli individui che sostengono di più rapporti di reciprocità
- Questo mappa identifica quanto le idee sono valutate per reperire risorse e ilcommittment dal management.Individua un gap evidente tra i Senior Executive e molti dei CLUSTER livello operativo di IDEA GENERATORI.(Nodi neri sono i Dirigenti, BLU MANAGEMENT nodi.)Queste persone così come il 'Vai a' persone identificate nelle diapositive precedenti dovrebbe diventare la comunità che facilita la generazione delle idee, dalla fase di incubazioneQuesto gruppo ha bisogno di essere coinvolto nella convalida idea e attività di valutazione
- Questo identifica le idee per le quali un'attuazione chiara e programmati possano essere formulate e attuate attraverso strutture operative esistenti.Questo potrebbe essere attuato da una unica business unit. I puntini blu e nero sono identificati come potenziali hub per rafforzare lo sviluppo delle idee
- The second network identifies those ‘go to’ people for exploitation who have reciprocal relationships with other ‘go to’ people.This group needs to be drawn on for exploitations that are more complex. (eg implementations that span business units or require sensitive engagement with external stakeholders). - in this situation, effective relationships become more or a predictor of exploitation success than project management practices alone.