Collaboration, Innovation and Co DesignNHHPC January 2010Jeffjhamaoui@cazneau.com

A Brief IntroductionInvented 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…

Where Have We Been?

Open InnovationThe Big Idea Harvest

The big question is, how do you effectively go from an open innovation process to execution…

Business as UnusualCommand 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

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

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

GOVERNANCEHierarchical Flat

Harvard Business Review, December 2008

The Four Ways to Collaborate…

Beware – states constantly change

ITERATEMeasure, learn and

Iterate…

Opportunity Space Specific Deal

Align Research& Strategy

Convene Opportunity Development

Opportunity Investment

Growth in collaborative value as networks are built, relationships developed and opportunities accrued…

Value…

The Python - Consortia Phases

external

Internal

Solutions in action

The Art and The ScienceCo-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 scienceCo lab delivery is a commitment…

Research and Alignment

• Why it matters so much

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)

Place Matters

• Go somewhere funky• Co-location (disintermediation)• NASA

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 unexpectedColab Teams• Pirates shepherds and Sherpa's (Facilitators)

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 fatigueYou create network weaknessYou lose impetus

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

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

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The future

Impact