This document discusses how crowdsourcing and leveraging people as assets can generate new ideas that drive innovation within enterprises. It argues that companies should source ideas both from their own employees and customers using technology like idea marketplaces and contests on social media. Best practices for idea generation include engaging customers and employees to participate in an integrated collaboration suite that facilitates sharing and discussion of ideas. Tracking social interactions can provide insights into how innovative ideas are generated within organizations.
1. Crowdsourcing In Your Enterprise: People as Your Secret Weapon Jim Lundy VP GM People Collaboration Business Unit jlundy@saba.com
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31. Five Reasons Your Enterprise Needs Idea Management Top Five Reasons You Need an Idea Management Solution Solve Problems Identify new Products Make customers happier Grow Revenues faster You can’t afford not to Contests Customers Products Problem Solving Ideas Innovation
32. The Need to Change Top-Down Steady state Periodic Fixed target Episodic LinearPlanned Predictable Siloed Work Style Sequential HQ-based Process Programmatic Silo Hierarchical Extended-Enterprise
33. Pick a Fourth Generation Collaboration Suite Certified Profile Communication Search / Ratings Content Ideas / Issues Discussions Social Analytics Generations of Collaboration* 4. Aggregation 3. Social 2. Real-time 1. Email
34. Summary Ideas are not new, but the way enterprises are harnessing them is different Re-evaluate how you approach innovation and problem solving The technology is changing: Ideas are part of a Social Platform Make it easy, make it fun!
The ability to form and reform teams based on complementary areas of expertise in response to real-time opportunities and threats will become a critical differentiator for flexible, agile organizations. Extending this team-based approach to partners, suppliers and customers will drive more value than what is derived from individual competencies.
In response to these market and workplace dynamics, smart companies are forced to re-think how they operate and competeMany are making the transformation from functional-driven to people-driven strategyFunctional-driven organization based on steady-state, 3-5 year plans, periodic change, predictableLikewise, a particular workstyle and culture was adopted to support function-driven org – work optimized for repetitive, transactional tasks Systems and Culture were NOT built for people-driven strategies
In response to these market and workplace dynamics, smart companies are forced to re-think how they operate and competeMany are making the transformation from functional-driven to people-driven strategyFunctional-driven organization based on steady-state, 3-5 year plans, periodic change, predictableLikewise, a particular workstyle and culture was adopted to support function-driven org – work optimized for repetitive, transactional tasks Systems and Culture were NOT built for people-driven strategies
