Enabled by SalesForce.com Simon Boucher in collaboration with: JF Kuersteiner and Frédéric Gagnon of Fujitsu September 2013
Enabled by SalesForce.com Simon Boucher in collaboration with: JF Kuersteiner and Frédéric Gagnon of Fujitsu September 2013
» Innovation and Collaboration:
» Concepts
» Proposed Solution
■ North-American and European sales revenues from new products have increased by 60% but time to market has been reduced by 30%
■ Canada ranks 18th among 121 countries on the innovation index. Ironically, companies with a dedicated R&D department are decreasing.
■ Networking and exchanges between business divisions and clients drives the development of new ideas
■ Collaboration can be enabled by an unprecedented number of technologies
■ Opportunity: Create an innovation structure and culture
■ Opportunity: Structure innovation through open technologies enabling an extended business network
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Introduction in 3 steps
Models
Processes
ToolBox
Innovation models In 50 years, the concepts of innovation process has evolved
significantly, from a simple (closed) linear model towards a more
complex interactive, collaborative and open innovation model.
Models
Examples
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Linear, closed innovation model – R&D
Science knowledge base
Models
Lab activities
Research Development Implementation
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Source: Chesbrough 2003
Open innovation model (Interactive & collaborative)
Models
Internal Knowledge base(s)
Research Development Implementation
Employees
Partners
Suppliers
Clients External Kowledge base(s)
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Execution: Innovation process
Sales reps
Suppliers Clients
Openness: Collaboration
The combination of rigorous execution & open collaboration enables the open innovation approach
Research – Idea generation Development - iterations
Partners Service Clients Clients concerns
Voice of the customer
Service requests Surveys
Innovation: Needs a structure
Le cas de Philips (Chesbrough)
Old Philips model In 2003, Philips broke up
the fortress of its Research
Labs
Example: Open Innovation Process ≠ R&D only
New Philips model ■ They built the High Tech
Campus Eindhoven
■ A world‐class technology
centre of high tech
companies collaborating
together in the
development of new
technologies
Example: Open Innovation Process ≠ R&D only
Cirque du Soleil must develop ideas on the periphery of creation, upstream. This brainstorming work—which is done to seek out new talent, develop acts and identify new areas of knowledge and technology—now also calls on external resources. Cirque du Soleil has established strategic alliances with educational institutions, including polytechnics and circus schools, to feed its inspiration and stock its cupboard of ideas. Acts and equipment are now thought out, tested and assessed several months in advance. Based on assessment results, certain ideas will be developed further in order to potentially incorporate them into a show. Some 50 act concepts are now under study, and 15 or so have come to fruition.
Example: Open Innovation at Cirque du Soleil
Innovation process overview
A «Stage Gate» approach Idées
De nombreux processus différents ont été proposés, — linéaires, bouclés, ouvert, etc. — mais la majorité commence par les idées et leur raffinement et finit par le lancement d'une offre et son suivi.
De nombreuses appellations et représentations existent : pipeline de l'innovation (innovation pipeline), innovation funnel (rarement traduit par « entonnoir » de l'innovation), etc.
Pendant chaque étape, il est nécessaire de se demander: « Est-ce que nous voulons aller plus loin ou pas » (go/no go) ?
Managing the Innovation Process
■ Bad evaluation of the client’s needs and market (45 %)
■ Insufficiently structured development
■ Undifferentiated product ■ Insufficient product definition
■ Product not part of the strategic mix, insufficient management support
■ Deficient product marketing(25 %) ■ Not enough budget or ressource, too many products
13 Winning at New Producs : creating value throught innovation / Robert G. Cooper. – 4th ed., 2011, by Addison-Wesley Publishing Company, Inc.
Main causes of failure
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Expectations from the innovation tool-box Enable the capture of ideas
Identify the momentum as it builds up around an idea
Manage an innovation strategy
Structure a realization process and ensure rigorous execution
Ensure consistency between idea and resulting product/service
Manage development projects based on priorities and strategic alignment
Innovation
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Expectations from the collaboration tool-box Instantaneous or asynchronous communication capabilities that can be
extended to internal and external groups or communities
Collect of ideas from clients or suppliers
Manage communications around ideas, not around people
Breadth of Tools for communication and networking
Enables the sharing of information, and quick feedback
Build and maintain communities of interest, build engagement
Innovation
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Innovation powered by Salesforce
■ Innovation ■ Companies that have not yet structured their
innovation strategy/processes
■ Organizations that have limited R&D or innovation resources
■ Enterprises with mature products/services portfolio, with growth or differentiation issues
■ CMOs, COOs, mostly business folk
■ Managers with OPEX accountability
■ Collaboration ■ Companies that have no collaboration tools
■ Organizations with SFDC and CRM in place
■ Enterprises looking to become more customer-centric, or to involve their network in the innovation process today
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Current Salesforce client and new clients!
■ Innovation Audit (Assessment of the actual situation)
■ Force.com: Innovation Processes Enablement
■ Force.com: Idea Management
■ Chatter Collaboration Enablement
■ SalesForce Communities Enablement
■ Radian6: Social Listening and integration to CRM
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Process Enablement
Collaboration
Innovation Audit
Idea Management
Social Listening
CRM Integration Community Enablement
Elements of the Open Innovation Solution
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