Rückblick Community Camp 2015

Letztes Wochenende (24.-25.10) fand in Berlin das diesjährige Community Camp statt. Die als BarCamp konzeptionierte Veranstaltung zielt darauf einen Wissensaustausch von Social Media und Community Managern zu ermöglichen. Mit ca. 200 Teilnehmern war es das bisher größte BarCamp, das ich bisher besucht habe. So vielfältig die Teilnehmer und ihre Hintergründe, so vielfältig waren auch die angebotenen Sessions der zwei Tage. Nächstes Jahr bin ich auf jeden Fall wieder dabei. Hier ein paar Impressionen der Veranstaltung:

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Meine persönliche Agenda für Tag eins startete mit einer Session „Geschäftsmodelle Youtube“. Vor dem Hintergrund unternehmensinterner Entwicklungen von Video Plattformen, war hier interessant zu erfahren, was ein gutes Video auszeichnet. Da ich persönlich jetzt auch stärker im internationalen Rollout involviert bin, besuchte ich im Anschluss eine Session zu interkulturellem Community Management. An dieser Stelle gab es eine Reihe von Aspekten, die wir in der Session diskutierten. Hier eine Liste der Themen: Sprache, Stereotypen und Vorurteile, Gestik und Mimik, Bildsprache und Symbolik, Emotionalität (Hofstede’s Distanz-Nähe Dimension), Multikulturalität, Werte und Moralvorstellungen, Minderheit und Mehrheit, Regeltreue, Zeit und Pünktlichkeit, Humor, Kanäle, Feiertage und Wochenende, Zeitunterschied, Events und Dresscode, Religion.

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Daraufhin haben Katharina Perschke von Bosch und Ich ebenfalls eine Session angeboten, in der wir das Benchlearning Projekt „Internes Community Management“ vorgestellt haben. Hier noch einmal eine Kurzbeschreibung des Projekts: Das Benchlearning-Projekt Internes Community Management (#blp15) war ein Projekt von Cogneon mit dem Ziel, die teilnehmenden Unternehmen in Bezug auf internes Community Management voneinander lernen zu lassen.. Das Projekt lief von Januar bis Oktober 2015. Hierfür wurden gemeinsam mit den Teilnehmern die drei Schwerpunktthemen “Community Ansatz”, “Community Kennzahlen und Erfolgsmessung sowie “Change Management und kultureller Wandel” definiert. Die Ergebnisse werden in einem Benchlearning-Bericht zusammengefasst und veröffentlicht. Auf dem Abschluss-Workshop im Oktober 2015 wurde gemeinsam beschlossen, das Projekt im Jahr 2016 fortzusetzen.

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Schließlich fand am späten Nachmittag die Hauptversammlung des BVCM statt – dem Bundesverband für Social Media und Community Manager. Erwartungsgemäß fiel der Sessionplan für Tag zwei etwas kürzer aus. Hier besuchte ich die Sessions „Vorstellung Telekom Social Network“ und „Mehr Community Engagement mit Lego“.

Enterprise 2.0 Summit 2013 – Day 1

Dion Hinchcliffe opened the conference but since I was stuck in the Paris traffic jam I was only able to listen to the last minutes of his talk. He named Jive, IBM Connections and Slaesforce Chatter as most used enterprise social networking (ESN) tools. As a result of the benchlearning project social intranet (#blp12) we created an “Enterprise 2.0 Flower” with the top 8 categories of tools used by the project participants and the mostly named software packages. Since Chatter is not in the flower model I will look it up later on. Dion had a good collection of facts and figures about Enterprise 2.0 in his presentation (hopefully he will publish it in his blog).

Robert Shaw told the story of Atos' zero email program. They evaluated about 200 social software tools and felt that about 80 would fit the company's needs. In the end they came up with a short list of two and decided use bluekiwi (in fact they bought the company). The rollout activities are all around communities with a given purpose (departements, projects, interest groups) and roles like global community managers, business unit community managers and community leaders. The main goal of the approach is to reduce the usage of email (use case: email detox) since the 70k employee company sends about a billion(!) emails per year with each employee has to spend 2-3 hours to handle his inbox a day.

Sandy Carter (Weblog) from IBM showed the IBM social business agenda (I still do not like the term and prefer Enterprise 2.0), a set of questions you should ask yourself before starting an E2.0 program. IBM is also providing a “sell your boss kit” with facts and cases to convince managers that social media is a relevant thing to do (are they not convinced yet? :) This might be important since according to Sandy 79% of the companies use or plan to use social software but only 22% of middle managers feel prepared and only 27% of the companies have dedicated E2.0 roles. Ther is,also a readiness checklist to assess the cultural readiness of an organization. Sandy showed cases like McKinsey, TD Bank (WOW story community) and the Digital IBMer Hub in her talk. IBM suggest that organizations establish a “digital council” with compliance and legal being part of it.

From the panel discussion with all the speakers for me the most important issue that we begin to live in a “World 2.0” with new principles and rules of operation and success. So Enterprise 2.0 is not only about innovation in a company's ICT infrastructure but about responding to a changing environment and learning about the new success factors (and even factors of survival). I think therefore we need to think about how a “Management 2.0” has to look like. And by managment I do not only mean the managers or top managers but also management functions like project managment, process management, innovation managment and even the self-management of knowledge workers.

After the coffee break Louis-Pierre Guillaume from Schneider Electric (about 140.000 employees) present their community approach as an attempt to push social learning. They define a community as a group of people who share a interest, craft, or profession (quite similar to Etienne Wengers original definition). Mai n goal of communities is to share collective intelligence, to have fun, collaborate, share knowledge and to network across functions and businesses. The program Communities@Work defined a community lifecycle (need, design, launch, maturity, closing). The responsible person in a community is called community leader (not a community manager). The community leaders are responsible for driving dynamic, ensure facilitation, keep activities relevant to the group, encourage participants, foster trust and collaboration and share community results and sucess stories. About 22 communities have been launched so far. We call theese community aproaches “engineered” in “contrast to “organic” or “hybrid” community approaches.

Harald Schirmer from Continental (Corporate HRD & Organizational Development) talked about the social network ConNext. I already heard about it in our benchlearning project social intranet last year and in one of the talks at KnowTech 2012 in Stuttgart. The initiative started with looking at the corporate culture (this year every employee will take part in a 2×2 hours culture workshop). The CEO is really behind Enterprise 2.0 and puts emphasis on it at a major executive event (now the fourth year in a row). As software platforms IBM Connections, SharePoint, Sametime, and Omnifind as search engine is used. The evaluation project started in 2010 with participants from IT, communication, HR and quality/knowledge management. The project focussed on the person in the center, the individual share and the team share visualized in concentric circles (quite nice graphic). The role of a “guide” was defined as multipliers to help with language, bring in local knowledge and beeing a power user. About 200 guides are active worldwide who are really engaged (see also video of guide kick-off 2012 on YouTube).

After a very nice lunch session with french food and wine Martin Roulleaux Dugage talked about using social media for innovation at Areva. Focus is to access expertise, speed and agility, engagement, information security, cultural openness and innovation. In his presentation he showed a nice comic strip on knowledge sharing and collaboration from dilbert.com (again it seems the problems with intranets back in 2000 were quite the same as today :) Internally an innovation hub was launched on top of an E2.0 platform (Hyve) with a process of sharing ideas, a commmunity and a place to track own ideas. The submitted ideas are categorized with technical topics to match them automatically with internal experts. Innovation points are used to measure the activity level of employees. Basic elements are “innovation challenges” (campaigns with 100-200 people taking part) with three phases (develop concept, set up project, proof concept) and a duration of 4-8 month. Successfull projects get funding. After 3 month more than 1700 registers users, 65 ideas submitted, 12 pre-projects submitted and 2 patents filed. Two of the main lessons learned are to manage expectations of all stakeholders and to have a tight integration with business processes.

Jane McConnell talked about The Social Intranet (R)Evolution afterwards. She emphasized that she would wish that intranets undergo a revolution but because of legacies it will be a long lasting evolutionary process. In an intranet 1.0 the structure (hierarchic) and ownership (communcations, IT) are pretty clear. In an intranet 2.0 (social intranet) people are empowered and roles of management, HR, communications etc. are challenged. Jane named 5 reasons why social intranets didn't took off so far: no urgency (no “why”), middle management forgotten (we think senior mgmt buy-in is the main obstacle), no real empowerment (vision communicated but people are not really empowered to act on the vision), fragmented digital environments (siloed platforms, the social network can provide “social glue”), and lack of knowledge about change management (she mentioned Kotter's 8 steps). In her eyes strategic principles are more important than policies (“freedom within a framework”, the framework is a set of strategic principles). Recommendation by Jane: you should start with social media internally (Enterprise 2.0) not externally (Web 2.0).

Then Rawn Shah (Weblog) give an talk about work ethos, purpose, and productivity in the enterprise (he prefers ethos over ethics). The question is not “what's in it for me?” but “what's the purpose?”. In a matrix with expertise, collaboration and purpose as swim lines he showed that we do not have sufficient managment tools to manage purpose in organizations today. He suggested that we go from an production (industrial) society to a service society and connected this to values like creativity. I personally would be careful here because there are a lot of services consisting of routine tasks that do not need any creativity at all. I think routine/non-routine is the better demarcation line leading to knowledge work and the knowledge society with routine/non-routine tasks in production and routine/non-routine tasks in service delivery.

The last two talks of the day were by George Ell (GM of Yammer) and Oliver Jacob from Zyncro. Yammer was acquired by Microsoft in 2012 for 1.2 bln. and is now part of the office group. George had a very funny slide naming the “intranet a $ 4 million lunch menu” :-) He suggested to start a social initiative with topics that are already existing, boundary spanning and senior managers involved (e.g. sustainability, CSR) or to run a YamJam telling employees to use a certain amount of time every day for a defined time. He also suggests to test and adapt use cases in iterations of 2-10 weeks (which was also a result of our benchlearning project). Then Oliver talked about the next ten steps in Enterprise 2.0. I have to admit that I never heard of zyncro software before but it looked pretty good. It can be used in social intranets (enterprise social networks) or with external stakeholders (private social networks). Native apps for mobile use are available on all common platforms.

IBM Connect im Porsche Museum in Stuttgart

IBM lud heute (19.09.2012) zur IBM Connect 2012 in das Porsche Museum in Stuttgart. In Ihreer Begrüßung verglich Maria Gomez von IBM Enterprise-2.0-Werkzeuge (ich mag die Begriffe "Social Business" und "Social Tools" nicht) mit dem Auto und dem Telefon in ihrer Funktion als Mensch mobil zu sein und sich mit anderen auszutauschen. Das war der Grund, das Porsche Museum als Veranstaltungsort auszuwählen. Im folgenden einige Notizen zu den Vorträgen (Bilder folgen in den nächsten Tagen noch).

Social Business

  • Referent: Alistair Rennie (General Manager Social Business, IBM)
  • Social Networks + Mobility + Social Content & Analytics.
  • Fallbeispiel cemex, die "networks of expertise" genutzt haben, um ein globales Produkt in einem Drittel der üblichen Zeit entwickelt haben.
  • Fallbeispiel TD Bank, die Mitarbeiter in offenen und kollaborativen Foren interagieren lässt, um Kundendienst und Entwicklung zu verbessern.
  • Fallbeispiel Reliance, haben ihre Betriebskosten um 30% gesenkt und sind dabei gleichzeitig gewachsen.
  • Weitere Fallbeispiele: Bayer, Bosch, GAD, Amadori, Primerica (Versicherung)
  • Human capital is the leading cited sourc of economic value (human capital 71%%, product/service innovation 66%, customer relationships 52%) but CEOs face significant workforce challenges (15% employee turnover per year in US, total costs of replacement can reach 200% of the annual salary).
  • Sources: VCC Case study, Bersin Report: The Science to Fit, 2012 IBM CEO Study, Cemex case study.
  • Hauptanwendungsfelder für Enterprise 2.0 sind Produktentwickung, Kundendienst und Vertrieb.
  • ROI sollte bei den Kernprozessen ansetzen und eine Idee entwickeln, wie durch Enterprise 2.0 die KPIs dieser Prozesse verbessert werden können (z.B. kürzere Durchlaufzeiten, mehr Output, geringer Kosten)
  • Änderungen in der aktuellen IBM Connections Version: connections mail ("increasingly we see people not want to leave it", integrated activity Stream (business systems like SAP etc.), embedded experiences, community pages.
  • Social analytics can replace/extend employee surveys.
  • Notes Social Edition: Integration von sozialen Funktionen wie Aktivitätenstrom in den E-Mail-Client (auf der Zugfahrt werde ich darüber nachdenken, was meine Wunschvorstellung eines modernen "Personal Dashboard" ist).
  • "Mobility is hard to overestimate".
  • Lessions Learned
    • Kernziele von Enterprise 2.0 sind "create smarter workforce" und "create exceptional customer experience".
    • Being purposful by defining business outcome and sponsorship is critical
    • Need leadership around strategy, culture by being authentic&iterative
    • Early engagement is the key to learn lessons for a successful long journey

Implementierung von IBM Connections bei der Robert Bosch GmbH

  • Referent: Dr. Erik Wüstner (Robert Bosch GmbH)
  • Projekt-Mission: "Das zentrale Projekt wird die unternehemsweiten Voraussetzungen schaffen, um die Social Business Adoption in allen operativen Einheiten zu unterstützen und voranzutreiben (intern und extern)".
  • Zu Enterprise 2.0 (intern) gehören Technologie (EINE Standardplattform, Anwendungsfallspezifische Ergänzungen), Führung (Förderung von Transparenz/Feedback/Diskussionen und organisationsübergreifender Zusammenarbeit), Richtlinien (Bereitstellung von Empfehlungen/Guidelines, Klärung von rechtlichen Aspekten),  und Organisation (Umsetzung der E2.0-Organisation, Sicherstellung von E2.0-Training und -Coaching).
  • Für alle Geschäftsbereiche wurden Enterprise-2.0-Koordinatoren definiert.
  • Prozess der Enterprise-2.0-Toolauswahl
    • Vier Marktführende E2.0-Plattformen plus Open-Source-Lösung als Kandidaten
    • Evaluation mittels Testinstallation (on-premise)
    • Produkt-Kriterien (Kosten, Funktionsumfang, IT-Anforderungen, Usability, Marktstärke/Strategie)
    • Anbieter-Kriterien (Support-/Servicekonzept, Unternehmensstärke)
    • Non-funktionale Anforderungen (Skalierbarkeit und Performanz, mobile Nutzung, Mehrsprachigkeit, weltweiter Support, einfache Integration in Bosch-Infrastruktur)
    • Auswertung externer Analysen sowie Zugriff auf die Erfahrungen anderer Nutzer
    • Konkreter Praxistest (sechs Wochen mit konkreten Praxisanforderungen)
  • Entscheidung wurde für IBM Connections gefällt (Version 3) mit folgenden Vor- (+) und Nachteilen (-)
    • + Nahezu alle funktionalen Anforderungen erfüllt
    • + Schnittstellen zu relevanten IT-Werkzeugen bei Bosch
    • + IBM nutzt Connections selbst für 400.000 Mitarbeiter
    • + Klare, einfache Benutzerschnittstelle
    • + Gute Strategie und Vision
    • + Support weltweit verfügbar
    • – Verknüpfung von Personen, Informationen und Aktivitäten noch nicht perfekt
    • – Überschneidung im IBM-Produkt-Portfolio
    • – Nicht die höchste Innovationsrate
  • Aufbau der Umgebung
    • Mehrtägiger Workshop mit Bosch-Experten (Storage, Netzwerk, Datenbank, Security) sowie IBM-Architekten
    • Auslegung für bis zu 60.000 Nutzer weltweit, weiterer Ausbau in 2013
    • Grundlegende Architekturentscheidung (dreistufige Landschaft (Entwicklungs-, Test-, Produktionssystem), zentrale Installation ohne regionale Komponenten (Caching), komplette Umgebung in isolierter Netzwerkzone (um System mobil/von zu Hause aus dem Internet zu ermöglichen), Nutzung virtualisierter Windows 2008 Server und Datenbank auf Linux-Cluster)
    • Rascher Aufbau einer Sandbox für Pilotanwender zum Kennenlernen des Systems (Vorteil: Menge an Power-Usern wurde gewonnen)
    • Nutzung der Hardware-Lieferzeit (Hardware mit über einem Terrabyte RAM) für detaillierte Planung und Vorbereitung
    • Installation Connections-Datenbank
    • Installation von mehr als 30 virtuellen Servern für alle drei Umgebungen
    • Paralleler Aufbau einer Lasttest-Umgebung
  • Landschaft besteht aus WebSEAL Instanzen, Caching Server (bei E2.0 kann nicht lange gecacht werden, da Inhalte sehr dynamisch), Loadbalancer, Tivoli Directory Integrator (Single Sign On), Web Server, WebSphere Application Server, File Storage und Datenbank
  • Tuning-Phase
    • Erfolgreicher Test des Profilimports von 200.000 Nutzern
    • Anpassung Corporate Design (eher dezente Anpassung, nur im Rahmen von IBM-Support)
    • Durchführung Lasttest
  • Insgesamt 14 Wochen Durchlaufzeit vom Architektur-Workshop bis zur Abnahme des Produktivsystems durch den internen Kunden
  • Probleme
    • Identifikation optimale Server/Server-Kommunikation zeitraubend und komplex
    • WebSphere-Konfiguration sehr komplex und damit fehleranfällig
  • Erfolgsfaktoren
    • Enge und frühzeitige Einbindung aller Bereiche, permanente Abstimmung
    • Tiefgehendes internes WebSphere Know-how (da viele Einstellungen über Websphere gemacht werden, "Connections sollte eigentlich ‘Social Websphere’ heißen")
    • Berücksichtigung der internen Komponenten (z.B. Oracle) bei Architekturentscheidungen
    • Sehr gute Unterstützung durch IBM vor Ort und Support/Labor
  • Herausforderungen
    • Automatisierung der WebSphere-Konfigurationsänderungen notwendig
    • Connections hat kein Transportsystem, daher war Aufbau eines Deployment-Prozesses notwendig
    • Große Umgebung fürht zu aufwändiger Fehlersuche (unzählige Logdateien!)
  • Ausblick
    • Erprobung ausgewählter Anwendungsfllo und anschließender unternehmensweiter Rollout
    • Upgrade auf Connections 4 im November/Dezember
    • Bereitstellung des mobilen Zugriffs
    • Einbindung in Intranet-Portal und Enterprise-Suche
    • Anbindung an Instant-Messaging/Telefonie-Lösung
    • Anbindung an Dokumentenmanagement-System
  • Reverse-Mentoring-Programm für Führungskräfte wurde gestartet (Hinweis kam, dass man es eigentlich in "Mentoring" umbenennen sollte, da Hierarchie nicht mehr so relevant)
  • Erster Anwendungsfall ist Community aller IT-Manager

Adios Capitano – Kommunikation und Führung im digitalen Umbruch

  • Referent: Prof. Ewald Wessling
  • Revolution 2.0: Nachkriegsgeneration hat im Schnitt 1,9 Medien gleichzeitig genutz, heutige Generationen 5,4
  • "Technologie wird immer nach der Geburt erfunden" (für einen 6-jährigen ist ein iPhone keine Technologie, sondern die Welt)
  • Viedeo: wir leben in einer exponentiellen Zeit
  • Beispiel zur Weisheit der Vielen: der Publikumsjoker ist weltweit in allen WWM-Sendungen der erfolgreichsten Joker
  • Handyenzug statt Stubenarrest (schickt man einen 15-jährigen für drei Stunden auf sein Zimmer, fragt er sich "womit habe ich das verdient?")
  • Führung 2.0: Unternehmen müssen Wissen organisieren unter den Rahmenbedingungen Komplexität und Geschwindigkeit. Hierfür ist "Führung durch Vernetzung" nicht "Führung durch Bestimmen" notwendig
  • Adios Capitano verdeutlicht anhand von Bildern von Ballak/Lahm, Schröder/Merkel/Piratenpartei
  • Beispiel FARC (Terrorgruppe) in Kolumbien, selbstorganisierte Facebook-Gruppe "No Mas FARC" zu deren Bekämpfung (nach kurzer Zeit über 200.000 Fans)

IBM Collaboration Solutions: ein bunter live Streifzug durch das aktuelle Software Portfolio

  • Live-Demonstration von IBM Lotus Notes Social Edition
  • Live-Demonstration von IBM Connections 4
    • Aktivitätenstrom im Inhaltsberich (mit Filtermechanismus), einzelne Aktivitäten haben rechts kleine Pfeile, um ein Vorschaufenster einzublenden
    • Microblog-Eingabefeld obendrüber (Microblogs können geliket und ge-repostet werden)
    • Externe Systeme können in den Aktivitätenstrom eingebunden werden (z.B. SAP)
    • Communities haben jetzt nicht mehr einzelne Widgets zu Forum etc., sondern einen integrierten Aktivitätenstrom
    • Communities haben jetzt Gruppen, Drag&Drop von Dokumenten
    • In Kalender gibt es die Funktion "Add to Personal Calender" mit RSS-Icon
    • Anmeldung bei Kalender-Einträgen ist möglich
    • Neu: auf Profilen  werden öffentliche Aktivitäten angezeigt
    • In Communities gibt es Metrics (dahinter steckt Cognos) mit number of unique authenticated visitors, number of new members, mumber of members who left the communiy, number of unique contributirs, number or new updates, number of unique people following the community, most active content
    • In der Toolbar oben gibt es ein Mail-Symbol an das Domino oder Exchange angebunden werden können
  • Live-Demonstration IBM Social Portal
    • Fiktive Firma Greenwell
    • Social media Aktivitäten in Connections, Facebook und Twitter sind im WCMS integriert

World Conference on Intellectual Capital

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Today the 8th World Conference on Intellectual Capital for Communities (#ic8) started in Paris. As always it takes place at the Paris office of the Worldbank at 66 Avenue d’Iena. The country focus this year is South Korea. In this blog post I provide some notes I took during the conference. Please feel free to add information, indeas and links via comments. You can also find some pictures of the New Club of Paris General Assembly 2012 in a set on Flickr.

The OECD Programme for Intangibles

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  • Speaker: Alistair Nolan (OECD)
  • Sources for Intangible assets: Corrado, Haskel, Jona-Lasino, Iommi (2010), Corrado et. al. (2012)
  • Intangible asset types: software, databases, innovative property, adverting/marketing, organizational change, firm-specific skills (personal remark: what about PEOPLE? No asset?)
  • Framework policies in focus: macro-economic, education and training, labour market, competition, tax, corporate finance (personal remark: see e.g. the IIRC initiative on Integrated Reporting).
  • Findings of the OECD project can be downloaded at www.oecd.org/dataoecd/24/3/50338315.pdf.

Measuring Intangibles in Brazil

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  • Speaker: Mark A. Dutz (Worldbank)
  • Paper by Sergio Kannebley, Maira Scarpelli, Siddharth Sharma
  • Intangibles as a "new source of growth" in developing countries
  • Biggest gaps in comparison Brasil vs. US: scientific&R&D, brand equity, form-specific human capital, organizational structure
  • WAVES partnership (Wealth Accounting and Valuation of Ecosystem Services)

Innovation Platform Building – Intangible Agenda and Economic Growth

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  • Speaker: Yoshiaki Tojo (New Energy&Industrial Technology Development Organization, NEDO)
  • Intangible asset types (micro level): machinery&equipment, software&databases, R&D and other intellectual property products and brand equity/firm-specific human capital, organizational capital
  • Intangible asset types (makro level): economic competences, innovative properties and computerized information
  • Bibliometric analysis in academic landscape of innovation resarch done by Sakata et al (2011)
  • Open innovation system between research centers and firms (foto)
  • Innovation platform building as "knowledge-creation community" with social network service in the cloud + data dissemination (data.gov)
  • New Science&Technology Basic Plan (STI, 2012-2017) with social goals (green, life, resilience) and an open forum
  • Startup accelerator platform as "Ba" for business planning and networking with firms, universities, VCs and financing agencies as actors

The UK Programme

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  • Speaker: Tony Clayton (Chief economist, IPO)
  • Design is the biggest intangible asset, followed by software
  • Citation of the Prime Minister: "The current intellectual property framework might not be sufficiently well designed to promote INNOVATION and GROWTH in the UK"
  • New books from Amazon warehouse by decade analysis by Paul Heald, University of Illinois (2012)
  • Digital Copyright Exchange – simple copyright system
  • Details of UK IPO research at http://www.ipo.gov.uk/pro-ipresearch.htm

Coffee Break

In the coffee break I have been interviewed by PhD students from Université Paris Sud in the little recreation area of Worldbank. I will post a link to the video as soon as it’s online (by the way: Peter Pawlowsky shot this picture with my camera so who has the IP? :-)

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Virtual Assets as new Knowledge Assets

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  • Speaker: from Korean Development Institute
  • Virtual asset: property right is assigned to a specific person (avatar)
  • Relations of real person/avatar and real/virtual currency
  • Virtual assets are almost always traded in online games
  • 45% of the korean population are gamers
  • White paper on Korean gaming industry (2010)
  • Roles: seller, buyer, brokerage service (like Paypal)

Intangible Investment at Industry Level

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  • Speaker: Hyunbae Chun (Sogan University)
  • CHS definition of intangibles: computerized information (CI, mainly software), innovative property (IP, scientific/non-scientific R&D), economic competencies (EC, brand equity)
  • Coinvest project for European Countries (Haskel)
  • 27 industry classification is used
  • Scientific R&D and computerized information as main drivers
  • Industrialization in Korea started as late as 1960

Some Concepts and Examples of Platforms & Distributed Innovation

  • Speaker: Kevin Boudreau (London Business School)
  • Moving from products to platforms
  • Different design approaches: open platform marketplace (iTunes), community distribution (F/OSS), contests (Kaggle), system integration (Renault), multi-sided platforms (Amazon), crowdfunding (Sellaband), user-generated content platform (Youtube)
  • "No matter who you are most of the smartest people work for someone else"
  • Harvard Medical School "Big Data" Genomics Problem (Boudreau,  Lakhani, Guinan) with two week long competition and $ 2.000,- on TopCoder.com
  • Boudreau, K.: Let a Thousand Flowers Bloom? An Early Look at Large Numbers of Software App Developers and Patterns of Innovations

Combinatoric Innovation – Environments for Mobilisation of Intellectual Capital

  • Speaker: Paul Louise Iske (Maastricht University)
  • Next Generation Bank
  • Keywords associated with future proof organizations: creativity, outward looking, customer focus
  • Creativity score vs. age and the age of "terminal seriousness" (personal remark: we have that slide in our training material since 8 yrs as well)
  • Innovation environments should consist of 4 spaces: process space, social space, virtual space and physical space (personal remark: +1 +1 +1 for that)
  • Environments for Innovations (Leadbeater): diversity (most important), selection, perpetuation, co-evolution, unlearning, disruption, simplicity, spare capacity, timing
  • Example Dialogues House
  • From "If we build it, they will use it" to "When they use it, it will build itself"
  • Institute of brilliant failures
  • What would an Intellectual Capital Bank look like?
  • Examples: Innocentive, Kickstarter (TikTok + LunaTik, watch with iPod nano inside), Seeds (social entrepreneurs)
  • Serendipity is a crucial business process
  • FAILURE IS AN OPTION!

Open Innovation Practices in Germany, Switzerland and Austria

  • Speaker: Ellen Enkel (Zeppelin University, Editor of R&D Management Journal)
  • Open innovation activities trends: customer integration, lead user integration, supplier integration, knowledge networks
  • Most of open innovation activities are done with customers and suppliers
  • Insight: companies are not thinking of universities as open innovation partners
  • Sources of knowledge for innovation: COMPANY – knowledge we have (employees), COMMUNITY – people we know (customers, supplier, partner), CROWD – people we don’t know (public)
  • Case: Beiersdorf has a virtual trusted network with briefings for open innovation
  • Why do companies conduct open innovation: 2/3 innovation oriented and 1/3 efficiency oriented (a third pillar will be marketing/PR oriented)
  • Three Strategic options: defender (Mibelle AG), analyser (Beiersdorf AG), prospector (D. Swarovski KG)

Designing the 2020 Enterprise

  • Speaker: Ahmed Bounfour
  • ISD Program was initiated by CIGREF representing CIOs from more then 100 french companies
  • From lean production to "acceluction"

Designing and governing a Campus of the Future

  • Speaker: Dominique Vernay (President Paris-Saclay Campus)
  • Saclay is in the south of Paris, focus is on mathematics and physics
  • Little cooperation between the mixed research units because of large area (e.g. 10 km between INRA and Ecole Polytechnique)
  • 1999 creation of optics valley
  • 2005 setting up the systematic competitiveness initiative (innovation cluster focused on ICT)
  • 2009 NanoINNOV initiative related to nanotechnologies
  • Future investments: Labex, equipex, cohortes, SATT, IRT, IEED, IDEX
  • 8 graduate schools are moving to Saclay between 2012-2017
  • Companies like Microsoft, Danone and Thales are also located on the campus
  • In the Top 10 of shanghai level
  • Research organized by crossing scientific fields with societal challenges

Patent licensing and open innovation at L’Oréal

  • Speaker: Frédéric Caillaud (L’Oréal, Licensing and Business Development Director)
  • 90000 products in the portfolio segmented in hair and skin applications, 4000 new formulations/year
  • More than 50% of the innovation is coming from the outside
  • Almost 240 partnerships
  • Innovation space navigation tool: sector, field, company, departement, researcher
  • Innovation tool by Thomson Reuters with 60 million patents each represented by a vecor

How does a large Company practice Open Innovation at a Global Scale

  • Speaker: Isabelle Wuest (Saint-Gobain)
  • 42 Mrd. € Umsatz, 195.000 employees, three sectors (innovative maaterials, construction products, building distribution)
  • 3.500 employees are working in R&D (France, US, China)
  • 4 tools for open innovation: NOVA (Techno-Marketing & Start-Ups, team with 10-15 people), SUN (Saint-Gobain University Network), Partnership (around 60 partners in 2011, Not-Invented-Here as hurdle) and Domolab (innovation center)
  • Domolab is for the exchange with architects, influencers etc.

Innovation Policy Platform

  • Speaker: Dominique Guellec (OECD)
  • The three layers of the platform: information repository, network of nodes and search/navigation layer
  • Platform prototype can be seen at http://panlogic.co.uk/oecd-ipp-v9/Home.htm

One further remark: if you are interested in my notes from last year’s IC7 you can find it in an older blog post.

Soweit weg und doch so nah – Virtuelle Enterprise 2.0 Konferenz

Bald ist es wieder soweit – am 16. Februar 2012 findet die erste virtuelle Enterprise 2.0 Konferenz mit dem Thema “Social Analytics: The Bridge to Business Value” statt.

Die Enterprise 2.0 Konferenz ist eine der wichtigsten Konferenzen im Bezug auf Enterprise 2.0 & Social Media. In Boston, USA, versammeln sich jährlich sowohl wichtige Anbieter, Interessenten als auch Wissenschaftler & Praktiker. Aber nicht nur vor Ort in Boston kann man die Vorträge verfolgen, sich informieren und sozial vernetzen – auch virtuell ist dies möglich.

Unter dem folgendem Link kann man sich direkt informieren:

http://www.e2conf.com/virtual/