Developing a Coherent Social Strategy for Enterprise Innovation

March 12, 2014

Developing a Coherent Social Strategy for Enterprise Innovation

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.

Agenda

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

How Social Supports Innovation

How Social Supports Innovation

Social     Innova+on  

Common  Principles  Openness  Transparency  Execu+ve  Support  Adap+ve  Resilient  Networked    

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

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    

Social & Innovation Become Catalysts for Change

Everyone is a Marketer.

Everyone is an Innovator.

“This is wonderful. This is terrifying.”

Innova+on  Today      

Occasional  Idea-­‐Focused  

Smart  Company  Process  

Future  Innova+on  

Constant  People-­‐Focused  Smart  Networks  

Culture  

Challenges of Innovation Today

Social is About Relationships

How Social Supports Innovation

Social and Innovation are About Relationships

How Social Supports Innovation

Success Factors of a Coherent Social Strategy

Success Factors of Social Business

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!!

• 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

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.  

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!

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  

Reverse Mentoring Aligns Executives at Cisco

•  Source: Cisco Cisco Social Media Training, 2013!

Maersk Plans Engagement By Audience and Channel

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?!

Define Key Processes

Source:  “H&R  Block’s  Response  Process”  David  Armano,  Edelman  2010  

Walmart Acquired a Team to Drive Innovation

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.  

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.!

Success Factors of Social Business

Connecting Social and Innovation

#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!

#2 Create a Culture of Sharing

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Deloitte uses Enterprise Social Networks

Deloitte Australia uses an ESN to drive employee collaboration and encourage overall engagement.!

No relationships are perfect!Google’s mantra: !

"“Fail fast, fail smart”!

#3 Master the Art of Failure

Social and Innovation are About Relationships

How Social Supports Innovation

Q & A