a personal wisdomsourcing project: tools for collaborative problem solving, strategy, and innovation

A PERSONAL WISDOMSOURCING PROJECT Tools for Collaborative Problem Solving, Strategy, and

Innovation

Dr. Rod King

Inexpensively Leapfrogging the Competition

OBJECTIVES OF PERSONAL WISDOMSOURCING PROJECT

• To Briefly Illustrate the Roadmap of Activities for Wisdomsourcing Strategy Projects

• To Demonstrate How to Develop a Customer Experience Matrix & Trade-off Map forTools on Collaborative Problem Solving, Strategy, and Innovation

• To Ultimately Develop an Innovative Product Strategy (Trade-off Profile), Value Chain Dashboard, and Innovative Business Model for Wisdomsourcing

COLLECTION/SHORTLISTING OF TOOLS FOR COLLABORATIVE PROBLEM SOLVING, STRATEGY, AND INNOVATION

WISDOMSOURCING CROWDSOURCING

BRAINSTORMING

1-PAGE WISDOMSOURCING, CROWDSOURCING, AND BRAINSTORMING Tools for Collaborative Problem Solving, Strategy, and Innovation

• Rod King (2009)• Systematic Collaboration• Customer Experience Problems• Trade-off Problems & Strategies• Roadmap for Wisdomsourcing• Customer Experience Matrix• 2D-Evaluation: Trade-off Map• Strategy Profile; Plan; Dashboard• Business Development Platform• Think Tank; Movement; Experience

• Alex Osborne (1953)• Rules for Brainstorming – No criticism during idea generation• ‘Blue Sky’ Thinking and Ideas

• Jeff Howe (2006)• Crowdsourced Goods and Information Products• Off-site Tools for Strategic Problem Solving

• ‘Ad hoc’ Group• Unlimited Number of Volunteers• Peer Production; Documentation• Open Innovation and Value Chain• Prosumers: Consumers who participate like employees/producer in a business• Competitions; Contests; Prizes• Recognition; Reputation

• Organic Process• Online Collaboration• Collaborative Idea Generation• 1D-Evaluation; Voting

• Myriad Generated Ideas

• Offline• 1 Physical Location• Formal Group

WISDOMSOURCING CROWDSOURCING

BRAINSTORMINGCopyright 2009Dr. Rod King

EQUIPMENT/RESOURCES

• Flip chart; Whiteboard; Post-it• Pens; Markers; Stickers• Computer/software on the Internet• Rules for Brainstorming Sessions

Overview ofBRAINSTORMING

(Organic Collaboration Tool)

LOCATION OF ACTIVITY

• Traditionally, one physical location where brainstorming is conducted• Online (collaboration): contribu-tions from different places and times

DECISION-MAKING MECHANISM

• One-dimensional voting: one member, one vote (sticker)• Impact-Effort matrix

OBJECTIVE OF TOOL

To collaboratively and freely (without criticism) generate myriad ideas and select the best for a given challenge, problem, or question

ORGANIZATION OF TEAM

• Facilitator or group leader; Scribe• Offline: Diverse members who belong to the same business, organization, or group

OUTPUTS

• Best (novel/creative) generated idea, suggestion, strategy, or tactic

INVENTOR/DEVELOPER OF CONCEPT

Alex Osborne (1953)

SCOPE

• Creative tasks or projects• Max. number of participants: 20• Not directly focused on trade-off or improving customer experiences

Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing

mailto:[email protected]

http://businessmodels.ning.com/

http://twitter.com/RodKuhnKing

EQUIPMENT/RESOURCES

• Computer/software on the Internet• Off-site tools for strategic problem solving, design, or detailed work

Overview ofCROWDSOURCING

(Organic Collaboration Tool)


• Online (collaboration): contribu-tions from different physical locations and at different times


• One-dimensional voting: up/down; positive/negative

OBJECTIVE OF TOOL To have an informal group of people outside a business or an organization carry out a project activity online that would normally be done by employees or hired personnel


• Organizer/Coordinator• Online location: Diverse members• Crowdsourcers as co-creators or prosumers

OUTPUTSBest, top, or most popular• Idea, Suggestion, Strategy, or Tactic• Graphics (Logo); Design/Product• Algorithm; Prediction; Translation• News; Photo; Video; Review; Job


Jeff Howe (2006)

SCOPE

• Online: volunteer; prize; payment • Unlimited number of participants• Not directly focused on trade-off or improving customer experiences





EQUIPMENT/RESOURCES

• Computer/software on the Internet• Roadmap of Activities for Wisdomsourcing Strategy Projects

Overview ofWISDOMSOURCING

(Systematic Collaboration Tool)


• Online (collaboration): contribu-tions from different physical locations and at different times


• One-dimensional evaluation: Customer Experience Quotient• Two-dimensional evaluation: Trade-off Map

OBJECTIVE OF TOOL To collaboratively as well as systematically identify and resolve customer experience problems especially trade-offs in businesses


• Organizer/Coordinator• Online location: Diverse members on the Internet• Crowdsourcers as prosumers

OUTPUTS

Best• Idea, Suggestion, Strategy, or Tactic• Prototype; (Business) Model; Design; Plan


Rod King (2009)

SCOPE• Business Development Platform• Online: volunteer; payment; prize• Unlimited number of participants• Directly focuses on trade-off and improving customer experiences





QUALITATIVE CUSTOMER EXPERIENCE OFTOOLS FOR COLLABORATIVE PROBLEM SOLVING, STRATEGY, AND INNOVATION

PERSONALIZATION/CUSTOMIZATN.Brainstorming is flexible enough to be personalized. Other techniques such as brainwriting, affinity diagramming, and mind mapping can enhance brainstorming.

CUSTOMER DELIGHT & PAIN OF

BRAINSTORMING

COST (PRICE)

Unless when a facilitator is hired, a brainstorming session can be conducted without incurring additional cost.

COMPLEXITY

The process of brainstorming is relatively simple to learn and use. There are few rules or steps to follow.

QUALITY/PERFORMANCEA large amount of ideas are generated in a brainstorming session. However, few ideas are of high quality. There is usually no period for the priming or incubation of ideas.

INACCESSIBILITY/UNAVAILABILITY

The brainstorming technique is widely known. Sessions in brainstorming can be quickly organized.

TIME/SPEED/DELAY

A brainstorming session typically lasts about 1hr.

FUNCTONALITY/CONTENT/THEME

Brainstorming is an organic (unstructured) technique for genera-ting ideas. It is simple to learn and implement due to its simple rules.

SOCIAL AURA/CACHET/PRESTIGE

Brainstorming is associated with novel but impractical or ‘blue sky’ ideas. Brainstorming is fun and could foster camaradie among participants.





PERSONALIZATION/CUSTOMIZATN.

The process of crowdsourcing is highly customizable. Crowdsourcing can be applied to many projects and tasks in business.


CROWDSOURCING

COST (PRICE)

Crowdsourcing is highly cost- effective. Costs in a crowdsourcing project are associated with software and/or prizes. Often, crowdsourcers work for free, reputation, or glory..

COMPLEXITY

Traditionally, crowdsourcing is carried out organically where crowd-sourcers merely contribute and/or rate ideas. Crowdsourcing is more complex when developing products.

QUALITY/PERFORMANCE

The quality of generated ideas, materials, or product depends on the number, quality, and diversity of members in a crowdsourcing team.


A crowdsourcing software/platform is not widely available or accessible. Most crowdsourcing activities focus on a niche. Also, crowdsourcing has to be carried out on the Internet.

TIME/SPEED/DELAY

Crowdsourcing has a flexible time span or duration. The time for a crowdsourcing task can be fixed in a competition or contest.


Crowdsourcing describes a process where an ‘ad hoc’ group of people on the Internet undertakes a project task that would normally be done in a business or an organization.


Some projects such as the Linux operating system and Wikipedia have contributed to enhancing the image of crowdsourcing. Crowdsourcing is also considered to be cost effective.






The Roadmap of Activities for Wisdomsourcing Strategy Projects is highly modularized and customizable.


WISDOMSOURCING

COST (PRICE)

Wisdomsourcing requires special tools and training. An integrated software application does not yet exist for doing Wisdomsourcing projects.

COMPLEXITY

Modules of Wisdomsourcing such as Organic Wisdomsourcing are simple. However, other modules are more complex.

QUALITY/PERFORMANCE

Wisdomsourcing mainly aims to generate disruptive innovation/Blue Ocean strategies that reduce or elim-inate customer experience problems or trade-offs.


Wisdomsourcing is not yet widely available to the public. At the moment, only members of the Wisdomsourcing group on LinkedIn can participate in projects.

TIME/SPEED/DELAY

Wisdomsourcing Strategy projects could be split into phases of information collection, analysis, design, report writing, and implementation.


Wisdomsourcing covers both organic and systematic approaches to strate-gic problem solving and innovation. There’s a Roadmap of Activities for Wisdomsourcing Strategy Projects.


The Wisdomsourcing group, a Global Think Tank for collaboratively identifying and resolving problems, is attracting a high cadre of members.





QUANTITATIVE CUSTOMER EXPERIENCE OFTOOLS FOR COLLABORATIVE PROBLEM SOLVING, STRATEGY, AND INNOVATION

Systematic Customer Experience Matrixfor Tools on: Collaborative Problem Solving, Strategy, and Innovation

ITEM CUSTOMER EXPERIENCE (QUOTIENT): November 2009

CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)

TRADE-OFF PROFILE(Decision-criteria)TOOL

Function/Content/Elements/Theme

Quality/ Performance/ Accuracy

Social Aura/Cachet/Prestige

Personalization/Customization/Interactivity/Entertainment

Cost (Price)

Inaccessibility/Unavailability/ Inflexibility/Friction

Complexity/ Difficulty/Support/Range/Risk

Processing Time/Delay/Age

LEVEL OF IMPORTANCE

HIGH HIGH MODE-RATE

LOW MODE-RATE

EXTRAORDI-NARY

HIGH MODERATE TO HIGH

Brainstorming 5 4 4 7 2 3 3 2

Crowdsourcing 6 6 6.5 4 1 5 5 3.5

Wisdomsourcing 8 8 8 8 1 6 7 5

E: ELIMINATE

R: REDUCE

I: INCREASE

C: CREATE


Key -> 1: Low level; 10: Extraordinary level Customer Experience Quotient (CEQ) = Pain/Delight

Market Segment/Location: ………..……………………………………...




TRADE-OFF MAP FOR TOOLS ON COLLABORATIVE PROBLEM SOLVING, STRATEGY, AND INNOVATION


PAIN: Inconvenience

DELIGHT:Fidelity

Convenience Inconvenience

High-end

Low-end

Disruption Spot

SuperHit

Green Ocean

Oasis-CROWDSOURCINGBRAINSTORMING

Sweet Spot-WISDOMSOURCING

No Man’s Land

Volcano

Luxury Spot

Red Ocean

Fidelity Belly

MARKET (CUSTOMER JOB): Problem Solving/Strategy/InnovationPeriod/Year: 2009

Trade-off Mapfor Tools on: Wisdomsourcing, Crowdsourcing, and Brainstorming

Zero Trade-off-Experience(cf. “Wrecking-ball moment”)

‘Hit’ Zone




TEMPLATES FOR

WISDOMSOURCING STRATEGY PROJECTS

EQUIPMENT/RESOURCES

Overview of………………………………………….



OBJECTIVE OF TOOL

ORGANIZATION OF TEAM OUTPUTS

INVENTOR/DEVELOPER OF CONCEPT SCOPE







………………………………………….

COST (PRICE)

COMPLEXITY

QUALITY/PERFORMANCE


.

TIME/SPEED/DELAY

FUNCTONALITY/CONTENT/THEME SOCIAL AURA/CACHET/PRESTIGE





Systematic Customer Experience Matrixfor Tools on: ……………………………………………….

ITEM CUSTOMER EXPERIENCE (QUOTIENT): ……………………………. 20XX







Cost (Price)




LEVEL OF IMPORTANCE

E: ELIMINATE

R: REDUCE

I: INCREASE

C: CREATE



Market Segment/Location: ………..……………………………………...





PAIN: Inconvenience

DELIGHT:Fidelity

Convenience Inconvenience

High-end

Low-end

Disruption Spot

SuperHit

Green Ocean

Oasis

Sweet Spot

No Man’s Land

Volcano

Luxury Spot

Red Ocean

Fidelity Belly

MARKET (CUSTOMER JOB): ……………………………………………………….Period/Year: …………………………………

Trade-off Map of Experiences and Strategies for Tools on: …………………………………………………………………………………

Zero Trade-off-Experience(cf. “Wrecking-ball moment”)

‘Hit’ Zone




TRANSPORTATION EXAMPLE ON

CUSTOMER EXPERIENCE MATRIX

Systematic Customer Experience Matrixfor Tools on: Intercity Travel (Transportation)

ITEM CUSTOMER EXPERIENCE (QUOTIENT): ……………………………. 20XX







Cost (Price)




LEVEL OF IMPORTANCE

Car Transport 4 3 3 1 6 5 2 2.5

Average Airline 7 6 7 7 8 6 4 4

Southwest Airlines 4 8 4 4 3 3 3 3

E: ELIMINATE Hub connectivity Main city airports

R: REDUCE Meals Lounges

Seat choices Time on ground

I: INCREASE Point-to-point departure

Friendly service

Secondary city airports

Speed Turnaround

C: CREATE Standard fleet of airplanes

Standard seats Fuel hedging



Market Segment/Location: (Frequent) Intercity Travelers




1. Christensen, C.M. (1997) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.

2. Kim, W.C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.

3. King, R. (2009) Fractal Box Thinking: A Simple Visual Tool for Total Problem Solving and Innovation. Fresno, California: TOAD Publishing.

4. Maney, K. (2009) Trade-Off. New York: Broadway Books.

5. Verganti, R. (2009) Design-Driven Innovation. Boston: Harvard Business School (HBS) Press.

Dr. Rod King

Thought Leader, Speaker, Consultant, and Trainer on Trade-Off Mapping & Customer Experience Innovation

[email protected] & http://tradeoffmap.ning.comhttp://twitter.com/RodKuhnKing

REFERENCES


http://tradeoffmap.ning.com/


a personal wisdomsourcing project: tools for collaborative problem solving, strategy, and innovation

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