Innovation is among the top priorities of many enterprises around the world. Innovation is seen by most of the CEOs surveyed by PWC in 2013 as their key priority or one of their priorities.
But for many businesses, kick-starting innovation can be a major hurdle to beat. A Booz & Company study reveals that only 1/4 of all businesses are successful at the outset.
One of the main reasons most innovation initiatives fail is because of the reliance of companies on in-house innovators. Employees are either frustrated with their present workloads or lack the skill sets defined to look for creative solutions. How will this obstacle to creativity be solved by organizations?
Ok, how about the crowd getting the solutions? Initially, the landscape of ways to work with the gang may seem confusing, but the benefits outweigh the difficulties.
So great rewards are created by the scale and heterogeneity of the crowds that businesses find it challenging to match otherwise. The current culture and organizational framework of benefits, with rigidly defined roles and obligations, discourages workers from adopting the culture of creativity.
Crowds are energized by the inherent motivations of the will to experiment, learn and improve their existing ability set, research shows. On an equivalent concept, the Linux OS began was widely embraced and several billion-dollar companies were built alongside it.
The gang’s 4 moves to exploit are:
1. Publishing a challenge
2. Get the gang’s creative solutions
3. Reward the simplest approach
4. Prototype the reply
Publishing a challenge
Thanks to engaging an audience, posting a contest is the easiest. The sponsor (the company), also referred to as the issue seeker, identifies a preferred problem, offers a reward, and broadcasts a call to problem solvers to submit solutions for participation.
Get from the gang Creative Solutions
Although an organization may use only one of the alternatives it receives in the end, the assessment of the many proposals may provide insight into where the most creative solution lies. In-house R&D, on the other hand, will produce even fewer data and with the ambiguity about whether a better solution can still be found.
Reward the simplest approach
Crowds are mainly inspired by two purposes in crowd sourcing: winning a gift and doing work that makes them proud. The promise of a gift gives the problem solver the extra incentive to go above and beyond. Some incentives can cost cash, while others are time and energy investments.
Prototype the reply
The final step in gang-based innovation is to prototype the response selected as part of the challenge among those presented. This is also the most relevant and most demanding of the 4 phases.
In certain situations, the companies that published the challenge are working on the prototype because they need the money defined to finish the prototype.
This is also commonly the case if the matter in question is highly confidential to the company. The reverse is that the gang is leveraged to complete the prototype.
Since perceived problems in crowd sourcing are not as straightforward how it seems, first, there are some roadblocks related to management in running a challenge in crowd sourcing.
Managers remain understandably prudent. It seems risky and even unnatural to put out problems bent out by a large group of strangers, particularly to organizations focused on internal innovation.
There are land problems, and it could become an administrative nightmare to incorporate a crowd-sourced solution into a company’s innovation ecosystem. Secondly, it is highly significant and difficult to classify and express the matter.
The matter must then be “deduced” from the company and translated to the group of problem solvers in order to be readily understandable. To avoid disclosing any proprietary or business confidential information, it must also be “generalized” This will include breaking it down into various sub-issues and difficulties. The task must be coordinated and planned to generate strategies that can be feasibly implemented by the organization.
Idea poke can be the Forum for Crowdsourcing and Open Innovation.
Innovative crowdsourcing platform ideas may come from anywhere, from everyone, and by sharing and cooperation, these are often realized. Idea poke is an innovation center that offers community-based ideas and solutions that are part of the ecosystem.
Business innovation typically happens as part of an organized effort to deal with targeted and well-defined organizational goals. In order to achieve these goals, businesses that are forced to rework an ineffective business model, increase revenue, keep up with competition, or create a market leadership role will also address structured new concept development initiatives.
We have developed a highly effective crowdsourcing engine, perhaps one of the most significant in the world while working on AT&T, which we call The Innovation Pipeline (TIP).
TIP designs also find their way into the foundries of AT&T where they are quickly produced and prototyped. Such ideas are also the basis of technical innovations produced by AT&T Labs Research. Many are also the products of numerous partnerships in the industry with partners and developers.
Dynamic Innovation Harnessing
But how effective are organizations in harnessing the possibilities that arise from regular, common-place internal engagement between peers who are working to unravel a micro-problem of the moment? On the surface, it does not appear that the individual ideas produced in such experiences rise to the level of creativity. But together, once they are shared and cross-pollinated, they build a cloud of thinking from which creativity will sprout.
But how can companies take advantage of this stream of innovation, innovations, and opportunities that are born out of such regular experiences, if not through process and management? Although formal innovation is driven by policy, process, and organizational goals, spontaneous micro-innovation isn’t an easily manageable entity. It’s a dynamic to be included, but not in the same way as its formal cousin, needless to say. In fact, by draining it from the spontaneity that fuels its engine, any formality placed on micro-innovation tends to diminish its impact.
Collaboration is the approach preferred for individuals to interact intellectually with their colleagues on the exchange of knowledge and the creation of ideas.
Blogs, wikis, discourse boards, and similar resources are ubiquitous in most organizations. In largely closed societies, pockets of social media-savvy members organize to push project initiatives and operational agendas. Within these closed societies, information and knowledge are recycled but rarely extends beyond their borders. Among these cultures, micro-innovation ends up being walled-in and confined.
The Cloud Micro-Innovation
The silo walls had to be weakened and replaced with radically open systems, processes, and culture to tap into the micro-innovation idea cloud at the enterprise level, promoting and accentuating cross-border collaborative actions. The aspirational elements of such broad collaboration that remain largely unfulfilled include the following: