Social Innovation Labs: Generation and Implementation of Innovations DOAG 2013 Applications, Berlin, Oct. 9 th, 2013 Dr. Frank Schoenthaler, Prociris consulting GmbH, Ettlingen Prof. Dr. Andreas Oberweis, Karlsruhe Institute of Technology / FZI Karlsruhe
Generation and Implementation of Innovations Contents Introduction Models for Innovation Pipeline- and Diffusion Models Generative Models Innovation Success Factors Essential Practices for Successful Innovation Establishing a Generative Innovation Environment The Innovator s Observation Challenge Innovation Drivers Along the Value Chain Oracle s sometimes hidden - Innovation Management Solution Where Traditional Knowledge Management Fails Social Innovation Labs Participants and Roles in the Social Innovation Lab Phases of a Social Innovation Lab Social Innovation Lab Infrastructure How to Support Invention- and Adoption Practices Practical Experience Living Innovation Labs Summary 2
Introduction The Nature of Innovation and Invention [1] Definitions Innovation is the adoption of new practice in a community. Innovation is the art of getting people to adopt change. Innovation and Invention are related but different. Possibility an opportunity in a breakdown Offer for adoption Adoption by community Practice of Innovation Practice of Invention Proposal for consideration [1] Peter J. Denning and Robert Dunham: The Innovator s Way, 2010 3
Introduction Successful Innovation Process? INVENTION OFFER FOR ADOPTION ADOPTION BY COMMUNITY Innovation is the art of getting people to adopt change. 4
Introduction Generative Innovators in Action INNOVATION SOURCE Disharmonies in live and/or work GENERATIVE INNOVATORS observer role INNOVATION COMMUNITY actor role Essential practices for successful innovation Social networking facilities for effective communication ENABLING TECHNIQUES 5
Models for Innovation Pipeline- and Diffusion Models [1] Pipeline Models All innovations originate as ideas that flow through a series of defined stages as they are transformed into products of economic value in the marketplace. Flow through stages is driven by market forces (pull) or by proactive players along the pipeline (push). Diffusion Models Diffusion refers to the somewhat slow social process of spreading the adopted practice throughout a community. Diffusion emphasizes the dynamics of communication and commitment in a social system. And time plays a critical role. Needs Problems Research Development Diffusion and adoption Commercialization Consequences [1] Peter J. Denning and Robert Dunham: The Innovator s Way, 2010 6
Models for Innovation Generative Models History Making Pattern [2] Spinosa et al. identified a common pattern as a result of an analysis of innovations in business, social, and political domains. In each case the innovator (entrepreneur, social activist, virtuous citizen) intervened in the practices of a community and changed its course of history. Summary of the Prime Innovation Pattern [1] INVENTION 1. Innovators find in their lives and work something disharmonious that common sense overlooks or denies. 2. They hold on the disharmony, allowing it to bother them; they engage with it as a puzzle. ADOPTION 3. Eventually they discover how the common-sense way of acting leads to the disharmonious conflict or failure. 4. They design or discover a new practice to resolve the disharmony. 5. They make a deep commitment to getting the new practice adopted in their community. [1] Peter J. Denning and Robert Dunham: The Innovator s Way, 2010 [2] Charles Spinosa, Fernando Flores and Hubert Dreyfus: Disclosing New Worlds, 1997 7
Models for Innovation Innovation Success Factors [1] Success at innovation lies in the intersection among the innovator s domain expertise, social interaction skills, and ability to recognize and move into opportunities (realizable possibilities). Domain expertise Social interaction ADOPTION Opportunities [1] Peter J. Denning and Robert Dunham: The Innovator s Way, 2010 8
Models for Innovation Essential Practices for Successful Innovation [1] (1/2) Main Work of Invention Sensing: Bringing forth the new possibility that would bring value to the community. Envisioning: Building a compelling story of how the world would be better if the possibility were made real. Main Work of Adoption Offering: Adopting: Sustaining: Presenting a proposed practice to the (leaders of the) community, who commit to considering it. Community members commit to trying out the new practice for the first time. Community members commit to staying with the practice for its useful life. [1] Peter J. Denning and Robert Dunham: The Innovator s Way, 2010 9
Models for Innovation Essential Practices for Successful Innovation [1] (2/2) Building the Environment for the Other Practices Executing: Leading: Embodying: Carrying out action plans that produce and sustain adoption. Proactively working to produce the outcomes of the previous six practices, and overcoming the struggles encountered along the way. Achieving a level of skill at each practice that makes it automatic, habitual, and effective even in chaotic situations. [1] Peter J. Denning and Robert Dunham: The Innovator s Way, 2010 10
Models for Innovation Building a Generative Innovation Environment GENERATIVE INNOVATION ENVIRONMENT Offering main work of adoption main work of invention Adopting Sustaining Sensing Envisioning Embodying Executing environment for the other practices Leading GENERATIVE INNOVATORS 11
The Innovator s Observation Challenge Innovation Drivers Along the Value Chain Societal Changes Technical Progress Competitor Innovations & Strategies Compliance Requirements Product Hub Enterprise Data Quality Management Customer Needs & Problems Value Chain Engineering Collaboration Product Governance & Compliance Product Cost Management Product Analytics Portfolio Management Collaboration Product Collaboration Product Requirements & Idea Management Concept Design Management Oracle Product Value Chain Solutions Product Quality Management Market Trends Public Research Results Business Partner Needs & Innovations Supplier Innovations 12
The Innovator s Observation Challenge Oracle s sometimes hidden - Innovation Mgt. Solution Social Relationship Mgt. (Social Engagement & Monitoring, Marketing, Network, ) Service & Support Applications (RightNow, Siebel, EBS, ) Loyalty & Marketing Applications (Siebel, Eloqua, ) Societal Changes Technical Progress Competitor Innovations & Strategies Compliance Requirements Fusion Innovation Management Customer Needs & Problems Value Chain Product Enterprise Hub Data Quality Management Engineering Product Collaboration Portfolio Requirements Management & Idea Management Product Product Analytics Governance Collaboration Concept & Compliance Design Management Product Cost Management Product Collaboration Product Quality Management Oracle Product Value Chain Solutions Analytic Applications (CRM, SCM, ) Market Trends Public Research Results Business Partner Needs & Innovations Supplier Innovations Secure Enterprise Search Business Intelligence Advanced Analytics (Data Mining, Big Data Analytics, ) 13
The Innovator s Observation Challenge Where Traditional Knowledge Management Fails The Challenge Quality: innovators should be aware of all factors which might drive innovation. Efficiency: innovators should have access to the entirety of relevant knowledge that is owned by the innovation community. Cost-effectiveness: innovators should be given tools to derive valuable innovation knowledge - related to e.g. business partners, products, competitors - from enterprise data sources. Oracle provides a rich set of enterprise applications as well as search- and analysis technologies to support innovators in their knowledge management activities. Knowledge Management based on enterprise data is a valuable and essential innovation tool particularly if enriched with data from the Web tends to be very time consuming and burns substantial budgets helps to understand what happened in the past fails to unlock the innovation secrets derived from creativity, imagination, human communication- and collaboration processes Social Innovation Labs 14
Social Innovation Labs Basic Solution approach Members of an innovation community collaborate in a Web 2.0-based social network to: exchange ideas about how to overcome identified disharmonies define objectives, strategies, product structures, requirements prepare models of business processes and services or even "just" to find a common understanding of a disharmony and solution requirements Participants perceive the Lab as a unique experience in which they accomplish tasks together as a team, take on responsibility and contribute new ideas. This is often difficult in practice, which is why we have shifted the collaboration into a Web 2.0-based lab environment. Group dynamic processes empirically provide for quite some surprising results that will help overcome barriers, finding compromises and strengthen the sense of community. Lab acts as a catalyst for creativity and willingness to compromise and helps to form a common understanding of disharmonies, products, processes, and services. 15
Social Innovation Labs Participants in the Social Innovation Lab Entire innovation community should be represented in the Lab, so ideally, employees across all relevant organizational units of all hierarchical levels customers across all target market segments strategic business partners incl. suppliers external advisors (consultants, spin doctors, researchers) Community representatives This does not necessarily mean that there has to be one member from every community group involved - often it is sufficient if a community member represents the interests of an entire group. It is necessary, however, that the representative provides a distinct understanding of the needs, feelings, goals of the group she or he represents. 16
Social Innovation Labs Roles in a Social Innovation Lab Moderator indicates an initial structure of the innovation sphere, in which he forms groups (teams) of innovation community members. Guides community members through the Lab. Lab participants are allocated to the teams according to their competence and their expertise, developing multi-site innovation teams. Team leader In each team a leader will be determined who will take over integrative tasks and the responsibility for the team results. Quality manager Depending on the size of the Lab and the knowledge of the participants, quality managers are appointed for technical and substantive review of the Lab results. Experts On Demand are available as a point of contact for questions on methodology, modeling and tool use. 17
Social Innovation Labs Phases of a Social Innovation Lab A Social Innovation Lab develops in different phases, which last differently, according to the planned overall time span: Preparation Methods and tool Training Participants will be trained according to their knowledge in the form of webinars. Time: 30 m - to 2 h Creation of a business case that forms the starting point respectively the framework for the work in the Lab. Time: 1-4 days Introducing Participant s During a web conference, the moderator explains the framework and the implementation of the experiment. Time: 10 20 m Collaborative Working Lab participants act according to their roles and desired outcomes. Time: 4 h - days Lab Follow-up Finishing Line The moderator summarizes the progress of the experiment and gives a first overview of the results generated. Merging and documenting the results if not already done in the Lab. Analysis of results and follow-up activities. Time: 0.5-4 days 18
Social Innovation Labs Social Innovation Lab Infrastructure Internal Lab Location Expert On Demand Intranet Home Office worker Internet Team leader External Lab Location (subsidiary, external partner) Mobile worker Intranet Quality manager Lab Moderator Tools: Cloud-based Lab Repository Horus Business Modeler Horus Knowledge Explorer Wiki (DokuWiki) Web Collaboration (Hall.com) 19
Social Innovation Labs How to Support Invention- and Adoption Practices Social Innovation Lab Community brainstorming Living the disharmony Product & service modeling Simulation and Analysis Service prototyping Social Innovation Lab Simulation and Animation Demonstration of prototypes Visualization Social Innovation Lab Advanced Education Problem solving Further improvements Sensing Envisioning Offering Adopting Sustaining Social Innovation Lab Living the innovation ideas Product & service modeling Product & service prototyping Simulation and Animation Visualization Social Innovation Lab Visualization Demonstration of Pilot Education Piloting support Pilot improvement 20
Social Innovation Labs Practical Experience Horus Endeavor (http://www.horus.biz/en/horus-iinsidei/partner-for-innovation.html) International Horus Innovation Labs on a regular basis with partnering research- and education institutes around the world. Labs as the cornerstone of Horus innovation management lead to a high level of collaboration within the Endeavor partner group. The result is a sustainable stream of product- and service innovations in the context of Horus. PROMATIS Enterprise Cloud Services An innovation community with members of PROMATIS, Institute AIFB at KIT, and FZI Karlsruhe created a family of Cloud services supported by dedicated on-demand business services. The Labs proved their worth in the collaboration of distributed innovation communities. Moreover they acted as a kind of catalyst to improve the quality of interdisciplinary work. Potential for Improvement Next Generation Innovation Labs Practical experience showed that Web-based communication and working with abstract models is not adequate in all cases. Community members demanded for more practical means of expressing their thoughts. Living Innovation Labs 21
Living Innovation Labs Basic Solution approach What is a Living Innovation Lab? Presence event, in which participants try out innovative ideas in practice. Quick and easy access to all relevant technologies in the field of innovation. Location provides an innovation-friendly environment and good working comfort. Environment should consciously promote collaboration, creativity and innovation. The Living Lab will be part of a Social Innovation Lab instead of or in the wake of this. FZI House of Living Labs Living and Working Environment of the 21 st Century We implement the Living Innovation Labs in cooperation with the FZI Research Center for Information Technology at the KIT. The FZI has built the House of Living Labs (HoLL), providing 2.000 square meters of research environment, which is especially suitable for interdisciplinary research and development activities. HoLL features highly modern technical equipment, mobile and stationary information and communication technologies and vehicles, various equipment and building technologies. Innovative solutions can be tested in an environment in which they are to be used later. 22
Living Innovation Labs The Living and Working Environment of the 21 st Century FZI House of Living Labs (HoLL) Living Lab Automotive Living Lab mobileit/ mobilebusiness Living Lab smartautomation Living Lab smartmobility Living Lab smartenergy Living Lab Service Robotics Living Lab smarthome/ Ambient Assisted Living [Source: http://www.fzi.de/en/fzi-house-of-living-labs/] 23
Summary Improved Innovation Generation and Sustainable Adoption Innovation Models Different classes of innovation models are distinguished: pipeline, diffusion and generative innovation models. Introduction of a generative innovation model, which emphasizes the role of the innovator and understands his abilities as a key success factor. Social Innovation Labs In business environments, enterprise applications in conjunction with search and analysis technologies offer a good basis for the Innovator s knowledge management, particularly if the company data is to be linked with external data from the Web. Social Innovation Labs bring creativity, imagination, and human communication and collaboration processes into innovation management. Living Innovation Labs make innovative ideas tangible and understandable, and are suited especially for product innovations. For service and process innovations, however, the possibilities of the Social Innovation Labs are sufficient in most cases. 24
Further Reading, Watching, Contacting, Schoenthaler, Vossen, Oberweis, Karle Business Processes for Business Communities - Modeling Languages, Methods, Tools 2012 Schönthaler, Vossen, Oberweis, Karle Geschäftsprozesse für Business Communities Modellierungssprachen, Methoden, Tools 2011 Peter J. Denning and Robert Dunham: The Innovator s Way 2010 http://www.horus.biz/en/socialbpm/horus-social-bpm-lab.html http://www.horus.biz/fileadmin/ horus/community/forum/portal.php 25
Contact Data Dr. Frank Schoenthaler Managing partner (CEO) Prociris consulting GmbH Pforzheimer Str. 160 76275 Ettlingen, Germany Phone +49 7243 2179 17 Fax +49 7243 2179 99 email: Web: frank.schoenthaler@prociris.com www.prociris.biz 26