Tag Archives: SharePoint 2010

Kick start innovation in your company

Next trends in Innovation

Are you tasked with Innovation in your company but don’t know where to begin? Do you find that you are battling to get support from senior management because their attention is absorbed in their day-to-day duties? Are the executives unwilling to invest in innovation because it has failed in the past or it is too intangible to measure?

If you are facing these challenges, you are not alone. In a recent survey we did on the state of innovation in South African companies, we found that these were some of the most common challenges. So how do you get something as fuzzy as innovation onto your EXCO’s agenda? We suggest that you look for some tangible opportunities which you can present to them and get their buy-in. You need a programme to kick start innovation.

The kick start programme for innovation identifies the opportunities for companies to innovate themselves into the future and takes a systemic approach to understanding the impact and investment required to make the innovation successful.

Most innovation programmes concentrate on one of two things:

  •  Equipping people to be more innovative by providing systems, designing innovation processes, creativity training, cultural interventions and defining measurement etc. or
  • Driving specific innovation through campaigns designed to achieve general or specific objectives. Generally these campaigns are reward driven based on soliciting the greatest number of ideas. More sophisticated companies employ mechanisms to reward the quality of ideas.

The kick start programme is a hybrid of these two. We look for opportunities to realise value from innovation while providing insight into the innovation process which the participants can learn from and use in future planning.

Evidence suggests that companies which proactively and deliberately design their future are significantly superior performers in the long term. Superior performance is almost never about the amount of money spent. Booz Allen Hamilton found there is almost no relationship at all between spending on innovation and superior financial returns. What they did discover, was that those companies with a deliberate innovation process with links to corporate strategy and customer needs – achieved up to 40% higher growth in their operating income as a result. – James Gardner. Your kick start programme we will help you to identify deliberate innovation processes related to specific opportunities.

The approach is very practical aimed at realising early wins from innovation, whilst also raising the understanding the innovation landscape and identifying opportunities.

The main objective is to create strategic alignment, identify main points of impact and develop a portfolio for innovation that directs planning in the future.

In any innovation project, it is essential to create a shared mental model between all the stakeholders. This forms the background of any innovation strategy and unlocking opportunities. It consists of the rigorous examination of all parts of the company or division to see how they hang together.

Then we examine modern trends which are impacting on the organisation, the business’ objectives and opportunities arising from these trends, the stakeholders, skill sets, structures, markets, business structures, processes as well as the network of suppliers and partners and the customer environment. Then we examine at every point, what the opportunities are to innovate to:

  •        Increase productivity at lower costs;
  •        Increase competitiveness in a global market place; and
  •        Develop and improve on products and services
  •        Open up future markets.

The outcomes of a kick off programme should include:

  •        Defining the meaning of innovation for your company;
  •        Designing a basic innovation portfolio:
  •        Defining core innovation focus areas, incremental vs. radical innovation, risk management, innovation funding etc.
  •        Identify the key innovation objectives to be achieved;
  •        Developing basic next-steps plans to develop the ideas and take them to fruition;
  •        An indication of how innovation success will be measured; and
  •        Innovation recognition mechanisms and provide basic guidelines in this regard.

From this programme you should be in a position to present the business case for innovation including tangible outcomes of your innovation. This will help you to manage your executive’s expectation and get their commitment to innovation as a critical part of your company’s competitive advantage in the future.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of innovation and technology. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.

Digital Bridges has recognised the changes to the business environment, brought about by enterprise technologies like SharePoint 2010, social media and gamification and is focussed on this.

We partner with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.

We have also partnered with Innocentrix to bring Spigit Innovation software into this country. Spigit is an innovation platform built either in JAVA or native to SharePoint 2010. It uses social business and game mechanics to enable organisations to innovate at scale.

We offer Innovation services to grow organisations and equip them for change. This includes Innovation strategies, culture interventions, measurement tools and campaign development to release the power of Innovation.

Digital Bridges relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, innovation, collaboration, knowledge management, human capital, performance management, process engineering and BI.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit http://www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za.

 

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Is the next Steve Jobs in your company?

As the world hears with sadness of the passing of one of the greatest innovators on earth, Steve Jobs, Sir Alan Sugar reminds us that Apple’s success is due to a number of inventors and designers within the company.

In an interview on Sky news, Sir Alan talked about the number of people within Apple who were responsible for the impressive range of products which have changed the way we communicate and engage with the world.

Apple’s success is not purely attributable to Steve Jobs’ vision, but also in part to the innovative culture which he created. He recognised that Innovation is key to Apple’s competitive advantage and the entire organisation is designed to support and foster innovation.

Many organisations recognise that Innovation is an integral part of their future survival, but are so risk averse that they are not prepared to experiment, nor are they designed to foster Innovation. Rather they are so involved with the day to day operational running that Innovation is an add on.

Employees are a great source of ideas. Very often they are in a better position to spot opportunities from their vantage point, serving customers or as users of your products and services. These ideas may not be radical, the equivalent to an iDevice, but could be incremental improvements which change the way we compete. We need to find better ways to listen to them.

Steve Jobs was a visionary and creative genius, but he surrounded himself with great people who also had great ideas, his genius was also in communicating with and listening to them.

RIP Steve Jobs, you changed the world.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the innovation and technology. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.

Digital Bridges has recognised the changes to the business environment, brought about by enterprise technologies like SharePoint 2010, social media and gamification and is focussed on this.

We partner with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.

We have also partnered with Innocentrix to bring Spigit Innovation software into this country. We offer Innovation services to grow organisations and equip them for change. This includes Innovation strategies, culture interventions, measurement tools and campaign development to release the power of Innovation.

Digital Bridges relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, innovation, collaboration, knowledge management, human capital, performance management, process engineering and BI.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit http://www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za.

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So where is your next game-changing idea going to come from?

History shows us that some of the most advanced inventions and Innovation came about in periods of economic crisis.   We are in a world of turmoil and need to think about how we are responding to change.

Most companies are realising that Innovation is key to future survival, but how do they make sure that they get the best ideas?

It used to be that great ideas were the preserve of R&D or developed in strategy sessions by senior management. These days with the development of technology, we have many more Innovation resources at hand in the form of our employees.

Lots of companies are recognising this and putting mechanisms in place to solicit ideas from employees. They are running electronic suggestion boxes on their Intranets, putting Innovation into people’s KPI’s, employing Innovation managers and running campaigns which reward the best ideas.

But these Innovation activities are still nascent. Innovation needs to become integral to how organisations function in the future. While strategy still plays an important role in Innovation, we need to foster a culture of operational innovation. How do we make Innovation part of everything we do?

Every employee brings Innovation opportunity to the work place. A manager who is also a mum could recognise another use for your products in the baby care market. The techie whose parents still live in the township could identify a better route to serving this market. A rep who is on the road could identify a mobile app that saves time for motorists. Whatever it is, you want to be able to capture these ideas.

But beyond capturing these ideas, you also want to improve on the quality of the idea. After all, we all know that ideas are just ideas; Innovation has only occurred when they are implemented and realise value.

The aim, therefore, is to mature the most viable ideas and this is where most Innovation activities and technologies fall short of the mark. Different people across the organisation bring different perspectives, experiences and knowledge which will enhance the value of the idea.

We need better mechanisms for identifying and improving the best ideas and the current Innovation-committee-who-meet-once-a-month, system is inadequate and time consuming. Once again we turn to our employees to improve the system. We can get them to vote, collaborate and improve on the ideas.

This all sounds time consuming and resource intensive, which is why most organisations don’t do it. Enter the modern interactive Intranet. Social media, or social business (as we prefer to call it) and gamification are making this challenge disappear.

“Game mechanics are rule based systems that facilitate and encourage a user to explore and learn the properties of their possibility space through the use of feedback mechanisms.”1

Social business tools include “likes”, “comments” and “share” etc. They are designed to foster employee interaction and engagement.

These tools make the process of employee collaboration easier and most importantly enjoyable.

Some of the latest Innovation technologies are using crude game mechanics such as “liking”, but the most sophisticated systems are using crowd sourcing and other reward mechanisms to get employees to work together to improve and build ideas. We see idea trading, recognition of contributions and other mechanisms like leader boards and ranking for employees to build their personal brands within the organisation. This not only rewards the idea, but also engages employees and makes the process of Innovation enjoyable.

As these technologies become ubiquitous in the organisation and all employees start having access to the system, we will start to see more and more great contributions.

So where is your next big idea going to come from? Could it be from the edge of the organisation and nurtured by people from everywhere?

1 “Theory of Fun for Game Design” Raph Koster

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the innovation and technology. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.

Digital Bridges has recognised the changes to the enterprise environment, brought about by enterprise technologies like SharePoint 2010, social media and gamification and is focussed on this. We partner with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.

We have also partnered with Innocentrix to bring Spigit Innovation software into this country. We offer Innovation services to grow organisations and equip them for change. This includes Innovation strategies, culture interventions, measurement tools and campaign development to release the power of Innovation.

Digital Bridges relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, innovation, collaboration, knowledge management, human capital, performance management, process engineering and BI.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za.

 

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Filed under Collaboration, Crowdsourcing, Innovation, Interactive Intranets

Interaction for Innovation Success

Here is another guest blog from Henra Mayer at Innocentrix

65% of the over 700 senior executives that were surveyed in a McKinsey Quaterly report entitled: “Competitive Advantage From Better Interactions” stated that they are disappointed with their enterprise’s ability to stimulate innovation.

Organisations are increasingly realising that innovation is not something that only needs to be mentioned in vision statements. It is a reality that needs to be implemented. Recent indications of another global recession is emphasising the importance of innovation once again. The market does not wait for those who are still trying to figure out the what and how of innovation management – but what are organisations doing to stay relevant, be sustainable?

Truth is, once the innovation strategy is written, the awareness creation plan approved and the idea management platform is procured, people tend to sit back and wait for the magic to happen. An ideation platform and strategic innovation planning alone are not going to deliver innovation results. People will, strategic planning for execution and focusing innovation efforts and direction will. But herein lays the challenge. The following issues or lack thereof are often stated as (at least some) of the reasons for innovation failure:

  • Soliciting quality ideas;
  • Engaging the organisation enough to ensure that the idea management platform deliver the desired results;
  • Finding the experts and resources to take new ideas through to implementation;
  • Effectively managing the stage gate process to speed up idea implementation – avoiding countless evaluation committees and board decisions for ideas to progress;
  • Addressing innovation reward and recognition effectively
  • Demonstrating progress, value and success (measurement);
  • Addressing collaboration and interaction
  • Successfully tracking ROI and project implementation
  • Leadership and alignment of innovation focus with organisational goals

Some of the above issues are being addressed lately by means of crowdsourcing – it assists with surfacing good ideas and it solicits collaboration. Gamification is another concept that is being exploited in the context of innovation management. It is used to engage people to participate in innovation efforts, while it supports the integration of the organisation’s innovation eco-system in order to capitalise upon the knowledge of customers, suppliers, industry bodies and the like. Still, are interaction and co-creation valued in the innovation process? Some of the findings published in the report by McKinsey I referred to above state that:

  • Wherever groups of people collaborate to solve problems—in the field, the supply chain, operations, marketing—innovations are more likely to occur at the front lines of interaction than at the corporate center;
  • A company can boost the number and quality of the interactions likely to promote innovation if it creates the conditions that allow them to emerge;
  • Successful companies include mechanisms and approaches that allow a portfolio of initiatives to emerge from internal and external interactions;
  • To encourage more interaction, innovation, and collaboration, companies must become more porous by continuing to break down barriers to interactions—barriers such as hierarchies and organisational silos;
  • Technologies and tools will promote the collaborative and dynamic pursuit, capture, and sharing of knowledge and will allow for more video, audio, and graphics to facilitate remote interactions and broader access to scarce expertise.

Have you thought about how you interact  in support of innovation lately?

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.

Digital Bridges has recognised the changes to the enterprise environment, brought about by enterprise technologies like social media and SharePoint 2010 and is focussed on this. We partner with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.

We have also partnered with Innocentrix to bring Spigit Innovation software into this country.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, collaboration, knowledge management, human capital, performance management, process engineering and BI.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za.

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Innovation may be the way to avoid a double dip recession

As the world watches markets nervously, Standard and Poor’s has just downgraded America’s rating and Central Banks look like they may need to intervene, we need to give some thought as to how the world needs to change in the future.

There are some structural changes in the global economy and what has worked in the past will not necessarily work in the future.

In 2008, when the global economy wobbled, many companies reacted by taking the costs out of their operations. They downsized and scaled back, very often just battening down the hatches. Now, much leaner, they don’t have the luxury of further cost cutting and they are looking for other alternatives.

Innovation which can be defined as an idea, which realised, brings value to the market, is a way of competing successfully in the fast changing world around us. The impending economic slowdown is just such a change. The companies which emerge successfully on the other side are going to be those which have embraced innovation to find new markets, new products, improved processes and better ways to get the most out of their employees.

With the advent of social media innovation is no longer the prerogative of the ivory tower or the R&D department. It is up to everyone in the organisation to identify opportunities to improve the way the organisation works and to innovate and collaborate at scale.

Those companies which are the most innovative are the best prepared to meet the new world order. We are seeing a lot of large corporates equipping their employees to innovate and it is going to be interesting to see what happens and who comes out first and who is left behind. Either way, we can expect to see big changes in the way companies compete in the future.

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.

Digital Bridges is technology agnostic and partners with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.

We have partnered with Innocentrix to bring Spigit Innovation software into this country.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, collaboration, knowledge management, human capital, performance management, process engineering and BI.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za.

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Collaboration for competitive advantage

As many organisations are rolling out enterprise platforms with social media tools like SharePoint 2010 or Spigit Innovation software, they need to look at their ability to optimise collaboration to unlock the power within their knowledge workers.

Collaboration is working together to achieve a goal. Many organisations who are exploring the use of social media tools seem to regard collaboration as limited to comments, votes and “likes”. Rather, it needs to be a coordinated effort to reach stated goals.

Collaboration is a repetitive process where people and/or organisations work together to realise shared goals. These goals could be the deployment of a project, development of an innovation or putting together a proposal. This is a deep, collective, determination to reach an identical objective.

Organisations need to look at their collaboration processes, who should be involved, what the goals are and what information people need in order to ensure that they get the best results.

Up until now we haven’t had the wherewithal to collaborate at scale. Time and geography have often impeded robust collaboration. With the advent of social media and increased quality of data and enterprise technology with social media capabilities, we now have the ability to maximise the collective brain power of our employees.

There are a number of considerations when we embark on collaboration in large enterprises:

– What is the goal we intend to achieve?

– Who is going to lead the collaboration initiative?

– What are the impediments to collaboration? These could include

Access to information and knowledge

Culture and siloed thinking

Anti-collaborative processes, such as corporate governance or policies

– What are the tools we need for collaboration?

Do we need real world space, like boardrooms?

Will other social media tools, like IM, likes, ranks and posts enhance collaboration?

Enterprise platforms can push or recommend information to the users based on the project or the user profile or similar information that has been accessed in the past.

What templates can we develop to enhance collaboration

– Which skills and experiences should be co-opted onto collaborative projects? These could include:

Analytical

Project

Decision

Networking and Negotiation

Industry

Technical

Professional etc.

But of course collaboration is not a panacea for improving how organisations function. Many processes and job functions are repetitive and transactional and require no collaboration at all. Rather, collaborative behaviour will impede the smooth functioning of the organisation. However, it is clear that teams that work collaboratively obtain greater resources, recognition and reward when facing competition for finite resources.

It is time that organisations started exercising the collaborative muscle to take on the ever changing market.

Hansen, Morten T “Collaboration” 2009 Harvard Business Press

McKinseys

About Digital Bridges

Digital Bridges creates high performance organisations by unlocking the business value of the web. We create digital strategies, user requirement and functional specifications for Intranets, websites and web applications. We also develop and implement social media strategies and create powerful digital brands using eMarketing and Communication.

Digital Bridges is technology agnostic and partners with great technology companies in order to ensure that our solutions are fit for purpose and deliver on organisational strategy.

Digital Bridges approaches the web from a management consulting position and relies heavily on rigorous academic thinking as well as business experience. It is headed up by Kate Elphick who has a Law degree and an MBA from GIBS. Kate has spent the last fifteen years of her career on the business side of the IT industry with companies such as Datatec, Didata, Business ConneXion and Primedia. Her skills include innovation and growth through marketing, communication, collaboration, knowledge management, human capital, performance management, process engineering and BI.

Digital Bridges has a broad range of experience working with significant, successful clients in the Financial, Gaming, Tourism, Pharmaceutical, ICT, Legal, Airline, Professional Services, Media and Public Sectors.

To find out more about Digital Bridges, please visit www.digitalbridges.co.za or contact Kate Elphick on katee@digitalbridges.co.za.

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Filed under Business, Collaboration, Crowdsourcing, Digital Communities, Enterprise 2.0, Innovation