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Collaboration, Innovation and Co Design NHHPC January 2010 Jeff jhamaoui@cazneau

Collaboration, Innovation and Co Design NHHPC January 2010 Jeff jhamaoui@cazneau.com. A Brief Introduction. Invented a job for myself at the intersection of business, investment, innovation, sustainability and design Found out in 1999 it was kinda useful but hard to define…

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Collaboration, Innovation and Co Design NHHPC January 2010 Jeff jhamaoui@cazneau

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  1. Collaboration, Innovation and Co Design NHHPC January 2010 Jeff jhamaoui@cazneau.com

  2. A Brief Introduction Invented a job for myself at the intersection of business, investment, innovation, sustainability and design Found out in 1999 it was kinda useful but hard to define… 2001 found out it was potentially valuable 2005 – Present; Formulated a set of products, technologies and methodologies that build innovation experiences Worked with all kinds…

  3. Where Have We Been? Open Innovation The Big Idea Harvest The big question is, how do you effectively go from an open innovation process to execution…

  4. Business as Unusual Command and Control vs. Collaborate and Co-design… New Challengescapes: complex challenges; global environmental challenges, globalized business systems, new technologies, internal and external to the company and institution – many are too big to get your hands around – you need help, many are too big to get your head around; you need thought partners… New Opportunityscapes: With new systems, new thinking and new connections – you get new business Out with the old in with the new: We need a new paradigm / vision for innovation, co-design and collaboration

  5. The Four Ways to Collaborate… Beware – states constantly change Innovation Mall A place where a company can post a problem, anyone can propose solutions, and the company chooses the solutions it likes best Example: InnoCentive.com website, where companies can post scientific problems Innovation Community A network where anybody can propose problems, offer solutions, and decide which solutions to use Example: Linux open-source software community Participation Open Elite Circle A select group of participants chosen by a company that also defines the problem and picks the solutions Example: Alessi's handpicked group of 200-plus design experts, who develop new concepts for home products Consortium A private group of participants that jointly select problems, decide how to conduct work, and choose solutions Example: IBM's partnerships with select companies to jointly develop semiconductor technologies Closed GOVERNANCE Hierarchical Flat Harvard Business Review, December 2008

  6. The Python - Consortia Phases Growth in collaborative value as networks are built, relationships developed and opportunities accrued… external Value… Align Research & Strategy Opportunity Investment Convene Opportunity Development Opportunity Space Specific Deal Internal ITERATE Measure, learn and Iterate…

  7. Solutions in action Innovation & Collaboration

  8. The Art and The Science Co-labbing is a relational art… We help you navigate the following key relational points; • Coherence of strategy • Complementarity of tactics • Executive permission • Line permission and support • Mutual reinforcement Co lab value is a science Co lab delivery is a commitment…

  9. Research and Alignment • Why it matters so much

  10. Creating an Innovation Experience • Opportunities that get in the room • People that get in the room (vs. hey – we need Bob) • Co-design experience: engaged, facilitated, intense, opportunity focused (opportunity leads design follows) • Harvested, owned and most importantly committed and confirmed (no more not invented here – much more – we invented it and we know early what will work)

  11. Place Matters • Go somewhere funky • Co-location (disintermediation) • NASA

  12. People Matter Colab • Speakers, listeners • Execution ability, permissions lined up • Keep out the dream stealers • Unusual suspects • You are building a system portfolio – including the unexpected Colab Teams • Pirates shepherds and Sherpa's (Facilitators)

  13. Follow up Follow up = results (and gives you the opportunity to generate ROI) The art of acceleration – everyone does what they are supposed to and are good at – the innovation in this work is most often doing what you already do well in a wholly new context If you don’t – You create fatigue You create network weakness You lose impetus

  14. Technology • Works to amplify process – from key touchpoints from within the Python and from the organizations involved • Capture and harvest ideas • Measure impacts • Create persistent network assets

  15. Why Do It? • Big deals • Multi player challenges (internal and external) • Co-design • All invent vs. not invented here • Neutral convener • Follow up resourcing (not my job) • Move along a defined pathway • When you are understanding new markets • When you are understanding new value offerings

  16. The future 1 B 3 2 6 5 A C

  17. Impact

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