collaboration | The Complete Innovator

CEO Challenges Part 2: Incentives, Scalability, and Overcoming Barriers

16 07 2014

In my previous blog post, I discussed the effects of emerging social technologies, and what it means for leaders to execute CEO challenges — top-down initiatives that solve a high-level business problem — through managed innovation, collaboration, and employee engagement.

These types of collaborative challenges come in many forms; a necessary approach considering the multitude of variables that exist from company to company. And, as expected, each brand of challenge comes with its own unique hurdles, benefits, needs, and potential outcomes.

The Grand CEO Challenge

When working within the confines of an innovation management program, it’s important that the type of challenge be selected based on what issue an organization is trying to solve. A popular type is the CEO Grand Challenge, where the purpose is to rally the company around a significant stake in the ground or a specific barrier to overcome that will prove meaningful to the company. The CEO sets a barrier, with a race ensuing to be the first employee to overcome it. You’ve probably seen or heard of similar Challenge mechanics in popular mechanisms like the Ansari X-Prize, which stimulated the race for commercial space flight.

One such challenge, and famous one, revolves around Apple’s Steve Jobs. Walking into the developer’s office space one day, he simply laid a manila envelope on top of their desk and said: “Make me a computer that fits in that.” The result? The Macbook Air. Steve later delighted in using the manila envelope example when presenting the resulting product to the press at the launch event.

The CEO Innovation Prize

The CEO Innovation Prize approach is increasingly becoming the most popular and successful challenge type. As CEOs leverage advanced gamification techniques to engage their crowd on multiple levels, they provide participants with more than just a goal — they also create a journey to get to that goal. It’s especially popular because a well-designed Innovation Prize can rally the company around the concept of innovation, and drive employees to embrace it on a cultural and emotional level.

One well-known example of this is the award winning Citi Ideas Challenge, which we at Mindjet developed in partnership with Citi’s Innovation team. Over the course of four months, Citi’s then CEO, Vikram Pandit, launched a challenge to all 266,000 Citi employees across 94 countries around the world, asking them to re-envision the future of banking.

The Challenge effectively engaged employees, who quickly began submitting and developing leading-edge concepts for what that future could look like. They did so in teams that spanned multiple business units and geographical locations. At the end of the Challenge, four finalist teams were asked to pitch live to five of Citi’s top executives, as well as the company as a whole, in order to decide which idea would be the winner.

The result of the challenge not only identified some great concepts for incubation, but also heralded the entrance of a new, collaborative work style at Citi.

A Call to Arms

The CEO Call to Arms is a fairly normal type of challenge. It’s a call from the top to solve a significant strategic problem. These come in many shapes and sizes, but always revolve around addressing a particular business problem that is close to the CEO’s heart.

Andrew Clark, CEO of Bridgepoint Education, ran one such challenge to solve one of his biggest issues: maximizing customer and student retention. As a major educational institution, the challenge of not just attracting new students — but then also retaining them all the way through to graduation — is absolutely key to their survival. Leading the way, Andrew launched his CEO Challenge to all 7,600 employees, back office and academic staff alike. This resulted in 465 ideas from all parts of the organization, aimed at targeting this key problem — many of which have been implemented to great effect since.

In addition, the Challenge established new collaborative benchmarks for Bridgepoint that broke down organizational silos, setting the scene for further collaborative events at Bridgepoint.

Having reviewed 3 different CEO Challenge types, let’s look at some of the Issues to consider when running a successful CEO Challenge.

Issues to Consider: Sponsorship, Scalability, and Globality

There are many elements that differentiate even the simplest of CEO challenges from your standard, run-of-the-mill collaborative challenge. For example, there are:

– Issues of Sponsorship. As many of you experienced Innovators know, sponsorship is a key element to any innovation challenge. However, when your sponsorship comes from the very top of an organization, it brings some unique hurdles with it. As with any other messages coming from the CEO, the employee base takes messages from the very top as guidance for how they should be behaving and approaching business problems. As such, extra care needs to be taken around getting the goals, execution, and communications that go into a CEO challenge just right, because the risks associated with getting them wrong can reverberate exponentially across the organization.

– Issues of Scale. With large numbers come some unique problems to overcome, including communication challenges to rally the participant base. It’s important to ask the following:

Do we need to prepare line managers with enough information to answer their charges?
Do we need to engage in silo busting activities to ensure even participation across all parts of the business?
Do we include contractors? Do we need to provide people with ‘permission to participate’?

Hourly workers or call center reps, for example, will frequently need time codes or some other allowance to enable them to take part.

– Issues of Globality. The CEO Challenge is the most likely to engage colleagues across multiple countries in a single activity. With that global reach come global problems. For example:

Are there IP/legal issues to overcome? Some countries have draconian IP laws that require special attention. And depending on the countries you involve, there are also data privacy and export laws to be wary of.
Will there be any obstacles surrounding language? Do you intend to run the whole challenge in one language, or should you attempt to handle multiple languages? If you decide to use multiple, how will you handle the translation issues involved in order to enable everyone to interact?
The value of specific incentives can change massively between one economic entity and another. What constitutes a small gift and incentive in the US could be a massive, taxable event in Sri Lanka. And, what’s appropriate in one country could be inappropriate, or even illegal, in others!
Collaborative styles also differ around the world. Some are more individualistic, some are more team-oriented, and others flourish in anonymity. You need to find the perfect medium between all of these styles so that you can successfully engage the largest number of people.

Overcoming these and others become the key to a successful CEO challenge. However, the benefits from doing a well run CEO Challenge are immense, enabling you to rally your workforce and make massive cultural leaps in addition to the obvious benefits from crowdsourcing on a grand scale.

The Keys to Success

So — if you do decide to rise to the task of running a CEO Challenge, let me leave you with these 5 tips for success:

Engage your CEO early. They’re already thinking about this — help them understand the implications and the benefits.
Choose the right model. What are we trying to do, and what’s the best path to get there?
Plan your communications carefully. Be all encompassing, be transparent, and be mindful of localities.
Give permission. Make sure to clear the barriers and actively ask for participation from the masses. Exemplify the actions you’d like them to take.
Celebrate hard. The CEO Challenge doesn’t end with the end of the challenge — it’s the spark that lights the cannon of employee action. Beyond a single challenge, you’ll need to ensure you follow up with transparency, and a well received celebration of the employees and actions that led to a successful result.

At the end of the day, choosing a challenge type, understanding the barriers, and following the keys to success are integral for running a successful CEO Challenge.

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Tags: Andrew Clark, Apple, Bridgepoint, Call to Arms, CEO, CEO Challenge, challenge, Citi Ideas, Citi Ideas Challenge, Citi Ventures, collaboration, collaborative challenge, gamification, globality, incentives, Innovation Competition, Innovation Prize, Macbook Air, scalability, sponsorship, Steve Jobs, Vikram Pandit
Categories : business strategy, collaboration, gamification, innovation

Getting Inside the Game – The promise of Gamification in the Enterprise

15 03 2012

[tweetmeme]You’ve probably started hearing the terms “Gamification” or “Game Mechanics” in increasing frequency in your corporate hallways of late. This is especially so if I’ve been working with you, as Gamification theory and practice (not to be confused with the Economics based “Game Theory”) is quickly becoming a cornerstone of the next generation of highly engaging collaborative Innovation programs.

I probably get asked about Gamification (aka the application of Game Mechanics/Game Design to a particular system, process, or program) at least once a day now – Spigit has quite the reputation for incorporating Gaming Mechanics into its product design – and the Collaborative Innovation consulting practice I run at Spigit has now also pioneered the development a host of new techniques and methods to apply Game Design techniques into the successful design and execution of various types of challenges, communities and collaborative competitions with some quite astounding results.

Done properly, it’s probably one of the greatest tools in a Social Strategist’s arsenal – giving great insight into that hallowed (and much overused) word “Engagement”. Yet as a topic it’s rarely understood – and even more rarely applied – properly by most including those claiming to be in the field.

First and foremost, let’s tackle some of the misconceptions:

– Gamification is NOT the same as Social Gaming. Whilst popular games like Farmville, Cityville, etc incorporate gaming techniques and could in themselves be the end result of the Gamification process – Gamification itself is a much bigger subject matter.

– Gamification IS a Social process

– Gamification IS a design methodology – it’s about how you incorporate Game Mechanics into a system to make it more ENGAGING .

– Gamification is NOT about specific technology features and functions. Buying Bunchball, Badgeville, or any of a host of new companies cashing in on the Gamification trend and blindly incorporating their software into your website does not make you a Gamification King.

The key to comprehending why Gamification is so important to businesses in the future – is understanding that that there is something incredibly and intrinsically addictive about a well-designed game that engages us as humans at the very core of our beings.

At some point in our lives, we’ve all been deeply engrossed in board games, video games, or what have you – looked up at the clock, seen it was 1AM and uttered the words “Crap, how did that happen?”

A good game not only engages us, but it physically and emotionally satisfies a part of us. Left alone we will create games from whatever we have around us (“I spy with my little eye…”).. We actively WANT to, and some might even say need to, play games.

Given options, we will choose to spend time playing games above all other activities We will even PAY to play a good game – and we have whole cities designed to cater to our desire to play games!

What if we could capture the mechanics that make a good game so addictive to us, so engaging, and bring those into a business system that actively creates value for the company? THAT’s the real promise of Gamification.

Games come in many forms though – some very obvious (Monopoly, Blackjack, World of Warcraft. etc) , and others not so (political games, dating games, etc).

In fact, if you think about it – we are actually surrounded by games all around us everyday, although most of the time we don’t necessarily perceive or think of them as being games.

For example – take your morning commute – you get up and leave the house with the aim of getting to work on time. There’s a path to follow, and there are choices along that path:

– Do you decide to drive or to take the train?

– If you drive, which route do you take?

– Do you go the direct route over the hill that can be slower but has less traffic or do you go around on the main road that can be quicker but is more prone to traffic jams?

– How fast do you drive – do you increase your speed when you hit the highway to make up for your lateness but also increase the risk of getting a ticket that would make you even later? (and poorer financially..)

– And so on…

You make decisions and take actions to beat your fellow competitors (other commuters) to get to your ultimate goal – getting to work on time. It is, in essence, a game.

Of course, we don’t associate it as a game because it’s not structured and presented to us as a game – but essentially it has the same structure: A goal, a story, a reason to act, and multiple actions and decisions to get to that goal which ultimately delivers you a reward – in the example above, not getting told off by your boss for being late to work.

Almost everything else you do during your day could also be reframed as a game:

– Lunchtime: When do you leave your desk to avoid the lunchtime rush/get the best grub?

– Airport Security: Which queue do you join to get through as fast as possible and not miss your plane

– Travel – Whom do you fly with? Do you go with the most direct flight, or do you go with the one you fly the most in case you can pull off an elusive upgrade?

– Sales Reporting: What percentage certainty do you report that elusive deal you’ve been working on in your CRM system? Do you raise your boss’s expectation and hope not to disappoint? Or do you low-ball it and aim to surprise?

– At Work: Which order do you attack your workload to be the most efficient with the least amount of pain (and most acclaim from your peers and bosses!)

– At Home: How do you get your child to eat the brussel sprouts that they hate? Cue the airplane game!

Consider that all of these activities you choose to engage in during your day have the same elements as a good game:

– They have a clear start and end to it

– There’s a pay-off for “playing” it well and achieving a “win”

– There’s a clear storyline/reason to play that’s clearly communicated

– A good activity isn’t repetitive

– A good activity doesn’t throw complexity at you all at once, but rather in stages with mini-pay-offs to keep you interested and wanting to “throw the dice” until you finish.

And so on.

We play these games, and we “game” these games (incidentally – people “game” every game out there – given the option of two routes with an equal reward, we will always pick the shortest/easiest route to the prize – maximizing the prize wherever possible), and ultimately we win/lose the games we play.

The problem (or opportunity) with most business systems though, is that, as we don’t envision them as games, we don’t design them as games. That doesn’t make them any less of a game; it just makes them “crappy” games that no one wants to play!

They’re “crappy” for the participants because they’re tedious and unrewarding to play/participate. They’re “crappy” for the business because participation is low or non-existent, compliance to the task at hand is minimal, and because ultimately the system is being gamed for the participants’ benefit and not the company’s benefit.

Instead by building and designing business systems with the mindset that we’re really creating a game, with a specific outcome, and incorporating the same rules and mechanics that naturally engage us in games – we actually end up building a system that is a win-win for all.

The net effect? Imagine creating systems that are so addictive that people will gladly spend their own free time to participate in something that is adding value to the company – and enjoying the challenges involved in doing so.

That they will even give up their own time on the weekends to submit ideas into your innovation system.

Sound impossible? It’s not – we’ve been able to achieve this effect at companies like Citi, Cisco and Houghton Mifflin Harcourt as we applied these new design techniques to the practice of Collaborative Innovation at each of them. More on this to come…

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Tags: badgeville, bunchball, business strategy, business systems, Cisco, Citi, cityville, collaboration, collaborative innovation, design, design methodology, engagement, engaging, enterprise, farmville, game, game design, game mechanics, game theory, games, gamification, gaming, gaming techniques, Houghton Mifflin Harcourt, innovation, innovation consulting, innovation programs, methodology, social gaming, social media, social strategy, spigit
Categories : business strategy, collaboration, game design, gamification, innovation, social games, social media

2011 – The Year of The Social Enterprise?

4 01 2011

[tweetmeme]
A New Year brings with it many opportunities – and we generally take advantage of the new start every year gives us to make numerous promises and resolutions for change in our life.

For me, Jan 1^st 2011 saw me make promises to write more often, get fitter, achieve great things for my clients, and generally embrace what is sure to be a year of great changes for me.

However, another opportunity afforded by the New Year is the ability to look like a right royal fool, or alternatively a prescient visionary genius, by looking to the year ahead to predict what it will bring.

My track record at these predictions is not necessarily to be envied – although I don’t seem to usually be “completely wrong”, my timing seems to be somewhat off.

Had the predictions of my youth come true, we’d all be living in a Star-Trek like world of spaceships, teleportation, and holographic entertainment systems in every home. Heck, even more recent predictions of a global ubiquitous Internet connection seem to be off by several years at least.

Nevertheless, it’s fun to look to the future, and I’d like to think that with age comes a certain realism as to what’s possible in a year – so here goes this year’s effort.

I think 2011 is going to be an especially exciting year – especially if the one big prediction I have for this coming year ends up coming true – that we’re about to embark on a new era of unprecedented collaboration and social interaction, that we’re doing that with a renewed sense of discipline, all-inclusion, and transparency, that we are, in short – on the cusp of seeing the world’s first fully social business.

Companies embracing social is nothing new admittedly – indeed my own work has centered on helping companies to use social technologies to drive corporate strategies for over 15 years now. So what’s different now?

For starters, I think this year sees companies finally take it seriously – as a corporate competence to be achieved and maintained, rather than a faddish concept to be played with in any of its prior incarnations (knowledge management, collaboration, social media, etc). I see companies increasingly throwing away the intangible mantle of “social media” programs focused on improved interactions with the consumer – and instead looking for ways to integrate social technologies to produce some very tangibly sized profitable gains. Nothing moves a company to embrace a new way of working more than big profits.

I also think that Social Technology companies themselves have matured more – taking ownership of the need to provide companies with a tangible route to those big gains. The increasing differentiation within the current software market is proof of that as vendors realize that companies don’t (and can’t) buy general “Collaboration” or “Social” tools – because they simply can’t achieve anything (let alone everything) with them. General collaboration platforms like Sharepoint and Jive will continue to exist – but will continue to become secondary to the applications, (like Spigit, Yammer and others), that are developed to run on top of them and will drive the real value of social tools to the organization.

2011 will see Innovation continue to be the “Gateway Drug” to Social Tool adoption in the enterprise – providing an easy route for large companies to value and monetize the global interaction of the “social populations” (employees, customers, vendors, strategic partners, shareholders, and more) at their disposal.

Once that value is established – I see companies starting to effectively inject “social input” into increasingly strategic parts of their business. We’re already starting to see the first variants of this emerging in Finance (eg Microfinancing), Manufacturing and Design (eg Crowdsourcing), HR (eg Employee Engagement initiatives), and even Management generally (eg Collaborative Decision Making).

All this leads me back to my initial prediction – the emergence of the first true Social Enterprise. That is, a company that has social input strategically injected into EVERY part of their organization. Where every business process includes elements of mass social interaction between people inside and/or outside the traditional company walls. A fully open business that is able to leverage a global knowledge resources pool in multiple ways to achieve its strategic goals.

Is that possible in 2011? It’s a bit of a stretch I admit – and more likely to happen at the start-up level rather than a large global enterprise at this stage – but I believe that even that’s coming in the longer run. In the words of Hamel and late C K Prahalad – companies will eventually be forced to redefine what their true “core competencies” are – and then outsource the rest. Although instead of outsourcing it to an emerging global economy because labor is cheaper, they’ll be outsourcing it to a global social population because the work, the solutions, and the results will simply be better than they can achieve on their own.

The winners in the next generation of businesses won’t be the companies that can come up with and produce the next winning product – but will be instead the companies that can rally the world around to do it for them.

That’s my big bet for 2011 – what’s yours?

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Tags: 2011, business strategy, collaboration, companies, core competencies, hamel, jive, knowledge management, open business, outsource, prahalad, predictions, sharepoint, social, social enterprise, social media, social populations, social technologies, social tools, spigit, transparency, yammer
Categories : business strategy, collaboration, innovation, social media

4 people to avoid at your next Innovation Conference

7 06 2010

[tweetmeme]It’s conference season again, and I find myself in the enviable position of being able to attend many of the top conferences on Innovation, Collaboration and Social Media and just soak in the rootin’, tootin’ and high faluttin’ knowledge that pervades the atmosphere at a good conference.

This week (June 8-9th) is no exception – I’ll be at the World Innovation Forum in New York City (#WIF10 if you’d like to follow that conference on twitter), a conference with superlative speakers, and an equally interesting attendance – and if I’ve learnt anything from nearly a decade of going to innovation conferences, it’s that you can learn just as much from the people attending a conference as you can from the speaking panel. Yet, in the same way that a speaker can turn out to be a bad penny at a conference, so can your interactions with fellow attendees.

Over the years, I’ve started to realize that I’m now able to process who’ll be interesting, and who won’t, pretty quickly and thought I’d share my observations with all of you, so that you can tell the “Makers” from the “Fakers” at the conferences you go to.

Innovators come in all shape and sizes, so pointing out physical attributes to look out for won’t work – that guy dressed in the 60s suit with the bell bottoms in front of you could end up being Kodak’s leading patent holder. The sharply dressed young lady with the expensive looking briefcase, could be the newbie software salesperson for a start-up populated by teens only just learning to spell the word “innovait..innovato…inovatii”…ah, you get my point. So the only way to truly figure it out is by listening to them and watching for certain key phrases that indicate it’s time to lace up your running shoes and head to the auditorium door for a quick getaway.

1. “Sammy Satisfied” – If anyone comes across as being too smug, too sure of themselves, and too happy with their own achievements in innovation, it’s time to back away. Why? Because Innovation is driven by a lack of satisfaction in the status quo.

Top innovators are always looking to change things because they know that taking time to sit back on their laurels is just giving the competition time to catch up. Find someone who’s satisfied with what they’ve achieved, and you’ve found someone who maybe used to be an innovator. Test them – ask them “Yes, but what are you doing that’s new, now ? “ and watch them nervously start to sweat.. The good news? If you find yourself talking to a Sammy, you can probably just wander off whilst he’s in mid-sentence – he’s unlikely to notice anyway.

2. “Tommy the ToolMan” – usually leads with “so, what kind of tools are you using internally?” or words to that effect. Even worse is when Tommy can’t stop talking about the tool he’s using – the back end, the front end, the features and functionality…urrghhh! Treat potential Tommys with the same suspicion you would if someone randomly asked you “so what car do you drive?” as you stepped out the door of your workplace. Why? Because tools don’t really matter.

Let me clarify – tools are important, having the right tool will turbo-charge your innovation program (especially if you have ambitions to embrace collaborative innovation processes), and having the wrong tool can just as easily sink it. But let me now tell you the secret of successful tools from someone with over 7 years of experience with one of the leading software companies in the field, and had a big hand in developing the innovation management software market to where it is today…….. Tools don’t really matter. Processes do.

Ultimately there are only two things that a good innovation tool really needs to do (feel free to copy this into your next RFP):

1) Be flexible enough to support whatever collaborative process you are trying to put in place to meet your business goals

2) Stay out of the way (be reliable, embrace good collaborative practices, not force you to work around the software to achieve your aims, etc)

It’s not a long list, but you’d be surprised as to how few vendors can fulfill those two basic requirements – mainly because a lot of vendors develop software that is technically excellent and/or visually pretty, but overlook the intricate ways in which humans actually want to and need to interact with each other. My former software clients weren’t successful because of the tool the sales guy sold them – they were successful because of the way they used it. If you’re talking to someone who suggests to you otherwise – run.

3. Peter Private – Peter talks in short phrases, measuring his words and being careful with what he says. He thinks he’s like a corporate James Bond, protecting the secrets of his company by sharing little, and listening intently. Peters are inherently worried about letting the “cat out of the bag” – about saying too much and getting into trouble. Talking to a Peter is not only frustrating; it’ll be fruitless too, as you’ll get no benefit from it.

You see, innovation is all about sharing – it’s about openness – it’s about embracing the world as a potential knowledge source – but to get, you need to give too. I’ve found that people who are truly successful in the innovation field embrace this principle across all of their interactions with people. Being open is like a bug or a virus – once you realize that the best ideas are frequently elsewhere, you’ll be on a mission to find them everywhere all the time.

You don’t have the time to establish trust and sign an NDA in the short time allotted at a conference – so if you find yourself speaking to a Peter, then it’s time to make your excuses and fake a bathroom break to relieve that irritated colon of yours.

4. Christopher Clueless – With a subject as increasing in popularity as Innovation, it’s no wonder that conferences are filling up with charlatans jumping on the bandwagon to try and make a quick buck – and Chris is no exception. Having probably read one or two books on the subject and with no practical experience at all – he comes to the conference armed with a series of “innovation catchphrases” to give you advice with and lull you into a false sense of security/trust/interest.

My favourite of these: “Innovation should be everyone’s job” – probably one of the dumbest things ever said on the innovation circuit – usually used to eschew the presence, or need for, innovation leadership. Whilst true, to an extent, that innovation should be a part of every employee’s business life, it still needs to be someone’s responsibility in order to ensure success.

Hear that, or any of a myriad of well known phrases (you’ll usually know if they turn up during the conference by the stifled giggles coming from the bloggers’ gallery above you) and it’s time to excuse yourself from the proceedings to search for that 7th cup of coffee to take you through the rest of the afternoon.

The trick to getting the most from the speaker panel is easy – listen carefully and glean insights that you can take back to your business.

The trick to getting the most from the attendee panel though is to talk openly and talk to a lot of people – spread yourself out, meet new people at every break, collect a ton of business cards and build a network . A network that will probably not include Peter, Tom, Chris nor Sammy though.

What other types of people do you find at conferences? Share in the comments below!

Comments : 20 Comments »
Tags: 2010, collaboration, conference, innovation, people, software, strategy, tools, World Innovation Forum
Categories : collaboration, innovation

Defining the “Social Team”

9 02 2010

[tweetmeme]If you’ve been following me online on Twitter or elsewhere, you’ve probably heard me mention the concept of “Social Teams” more than a few times recently.

It is, in my mind, a powerful idea that has the ability to change the way companies and individuals view online collaboration efforts – with the potential to achieve dramatic results.

I’ve always believed that people want to interact online in a similar structure to their interactions in the offline world. The fact that we’re not usually able to doesn’t mean that we don’t want to.

In the real world, we associate ourselves with communities to find people of similar interests with whom to interact. These communities are important to define the overall population of socially connected people; but they’re useless as a way to actually get anything done. When we set out to actually achieve something, we abandon the broader “community” concept in favor of focused subgroups of active individuals that are more motivated and able to get things done.

For example, in my sport of choice, rugby, we talk about a wider “rugby community” around the world. When we go out, we socialize, drink, and have fun as a community – it’s a bond that ties rugby players around the world. But we don’t compete as a community, we compete as individual teams. We don’t govern the sport as a community, but rather using an elected “team” of individuals picked from the community.

In other words we “exist” as a community, but we “achieve” as a team.

The same concept is true in the online world. Technology has given us the methods by which to define and connect to, our own communities. Each of us “exists” within a multitude of communities with which we associate – with differing levels of interest. However, to actually achieve a specific aim/goal, we need to tap into a subset of that group to create a “team” to help us achieve that.

It’s important to understand that whilst I use the term “team”, these sub-groups of people don’t exactly conform to the standard idea of what a “team” looks like or acts like – we’re no longer looking at working groups of enlisted employees in a corporate environment, nor the familiar images of a band of 10-15 athletes playing a game “on any given Sunday”.

These “Social Teams”, can be massive groups of hundreds, or even thousands of people in an online setting. They are teams on a scale never seen before, and on a playing field of incomprehensible proportions. Team members may never have met each other, but nevertheless choose to work with each other to achieve a mutually desirable goal or function.

Social Teams are not top-down, nor bottom-up; they can be purposely set-up, or self-formed by team members; they can exist in purely social settings or as corporate sponsored groups.

They are a collection of individuals who have a common understanding of the “game they’re playing” (ie the team’s purpose); know in which goal they’re trying to score in (ie have a shared understanding of what ‘a win’ looks like); and are collaborating together to achieve that aim.

They incorporate the structure of a traditional team, with the social contract of a community.

Although Social Teams differ from the physical world in terms of the actual method and depth of their social interaction – many of the same rules for success in the offline world, hold true in the online world.

For example, if we use a typical amateur sports team as an analogy; we can define roles that need to be fulfilled by in order for the group to be successful:

1) A good Captain – someone to lead, motivate, organize and drive participation and effort from the team. The best Captains are charismatic leaders who drive from the front; which entails being seen as a valuable contributor to the group; garnishing respect from other team members, and being effective networkers who are able to gel and glue the team together.

2) An astute Manager/Coach – someone to define and drive what is success for the team. To co-ordinate the team’s efforts, to let them know what game they’re playing when they get to the field, and in what direction they need to advance. To provide them with a strategy, a formation, and to provide the team with the tools required to succeed – whether it be drafting in new players to bolster the squad, or providing appropriate training aids to keep players sharp.

3) Superstar Goal Scorers – people who might not always be the most active or hardworking on the field – but nonetheless are able to provide that spark of brilliance that will provide you with a large percentage of the goals, (or commercialized value) produced by your team.

4) A group of Creative Midfielders –ball/information distributors who make connections, provide links, and drive the conditions that create opportunities for goals to be scored.

5) A Solid Defense – the building blocks and foundation of the group – providing a core level of input, and information that gives the team a platform from which to build an attack.

Unlike the real world, in a Social Team, it’s important to point out that most of these positions are not usually assigned by anyone to anyone, but rather assumed with group permission by team members on their own.

This is not about imposing a hierarchical structure on a group of people, but rather about providing the team with the basis needed to work efficiently together towards a common goal.

Using this model, you can see how so many companies fail in their collaboration efforts. By relying, as so many companies do, on simply “enabling a community” to exist, they’re essentially doing the equivalent of sitting on the sidelines of a soccer field waiting for 11 random people to find the field, collectively decide that they want to play the same game, and then set out to beat Arsenal Football Club with no organization at all.

I don’t know about you, but I think that’s folly – it’s time to let go of that folly and get a good game going!

So how do you use all this information to drive results within your collaboration efforts? I’ll discuss that in my next post – in the meantime, as always, your comments and thoughts are gratefully received!

Comments : 14 Comments »
Tags: collaboration, communities, corporate, definition, online communities, online teams, social captain, social defense, social manager, social media, social midfielder, social superstar, social teams, strategy, team roles, teamwork
Categories : collaboration, social media

“Innovation in a Collaboration World” – the other side of the coin with #innochat on 28 Jan 2009 – 12pm EST

27 01 2010

Collaboration is, apparently, “the new hot thing” in Innovation nowadays. Not that it’s all that new – but it certainly is hot. More than a passing trend, it’s surely just a concept whose time has finally come after years of flirting with the edges of corporate credibility.

Now, the drive toward a socialized business structure is firmly on course thanks to the penetration of Web2.0 technologies not just through business, but through our personal lives too – the net effect being a gradual cultural change towards accepting a universe where the exchange of information and knowledge in a seamless, timeless, and social manner is quickly becoming “the way it is”.

Companies have, this time, been quick to jump on board as visible value is finally being derived from social collaborative initiatives – and corporate innovation processes have been at the forefront of those driving that value. As a result, collaboration practices are now considered “de rigeur” for any innovation program looking to be taken seriously by corporate executives and shareholders alike.

But is it being “all it can be?” – to paraphrase the old US Army slogan?

That’s the general theme of this week’s #INNOCHAT (Thurs, 28 January at 12PM EST) – when it tackles the second part of a massive 2-part discussion on “Collaborative Innovation” with #smchat (Weds 1PM EST) which I’ve been asked to moderate.

On the Wednesday, we’ll have discussed the social aspects of collaborative innovation with #smchat. As expert consultants and practitioners in Innovation, #INNOCHAT team participants are, however, the better placed to delve into the process side of the Collaborative Innovation discussion.

You see, whilst collaboration may well be the “new hot thing”, but in most companies, its use is still very limited – even within innovation functions – where it can be most commonly found on either “end” of the innovation process. So we’ll be exploring and uncovering the how, where, and why collaboration can be used at each stage of a high level idealized innovation process, namely:

1) Discovering and Framing the Problem

2) Collecting Ideas and Solutions

3) Building ideas into mature concepts

4) Developing the new product

5) Marketing/Selling/Executing and expanding a new Product/Process/Concept

At each stage of the process, I’ll be asking participants to discuss how they’ve seen collaboration work at each stage – what are the business models for its use? What are the pitfalls to watch out for? What are the noteworthy solutions and companies out there? And most importantly – what are the new rules for success in this new collaborative innovation world?

Have more questions / issues you’d like to see addressed? Add them below in the comments section and I’ll add them to the agenda!

As with #smchat’s conversation, there’s a LOT to cover in the 90 minutes allocated to this discussion, and the conversation is typically fast and furious in order to get through as much as possible.

However, if you’re unable to take part in the synchronized chat, please take advantage of the various tools available to download a transcript (I use the built in service on (http://www.wthashtag.com/innochat usually) and then continue on the conversation with the other participants throughout the week!

Comments : 1 Comment »
Tags: #innochat, #smchat, collaboration, discussion, innovation, innovation strategy, social media, social teams, twitter
Categories : collaboration, innovation

“Collaboration in an Innovation World” – setting the stage for a landmark #smchat on 27 Jan 2009 – 1pm EST

26 01 2010

Collaboration and Business have long been interesting bed fellows, ever flirting with each other, but rarely embracing each other.

For business, collaboration has been an attractive mistress, full of allure and promise, but always just out of reach – never delivering on the early promise shown.

For Collaboration, Business is the bad boy with a leather jacket on a Harley – knowing that great things could be achieved if only business wasn’t so selfishly focused on personal profit.

Although the above is probably not the best analogy I’ve ever come up with, it holds more than a nugget of truth in it. After all, businesses have been toying with collaborative processes and technologies for quite some time now. Globalization and the pervasiveness of web 2.0 tools have accelerated this interest further for most companies – and yet, rarely is this interest rewarded by real rewards.

Nowhere in the increasingly socialized business of today is this more evident than in Corporate Innovation programs – the other newfound darling of recent years. By combing the two, companies finally found a method by which to use the global knowledge base at its disposal to drive real corporate value in the form of improved product pipelines, powerful value chain partnerships, new business models, and other forms of competitive advantage – the lifeblood of any lasting corporate entity.

However – there’s a snag to this wonderful idealist concept. It turns out there’s more to Collaboration than buying a tool, or putting a smart manager in charge of the initiative. It turns out that Collaboration, like any other process that relies on human interaction to succeed, is complicated. It turns out, that Collaboration is simply not a cheap date – needing to be wined and dined, wooed, and convinced that Business is a truly a worthy mate, before deciding to intertwine her power with his… (to carry on my analogy a step or two too far probably..)

But just how does Business do that wooing? In other words, as business people – what are the ways in which we, can mobilize the global knowledge base to help us in our endeavor to drive corporate value?

This is the question we’re aiming to answer on this week’s #SMCHAT on Wednesday – part one of a two part intertwining of powers with #INNOCHAT that follows up on Thusday. As an “expert” on the discipline/art of Collaborative Innovation, I’ve been given the task of moderating both discussions this week.

As experts in the Social Media arena, contributors to #smchat are perfectly positioned to tackle the social implications of this collaborative conundrum. So here’s the list of themes I’ll be driving people along to – feel free to comment on them, or add further questions and areas for the group to tackle:

1) We can Build it, but will they come? – There are two main problems that come up right at the beginning of any collaborative process – and innovation is no different: Who do we want to ask for help? And how do we ensure they agree to show up?

2) Let’s look at the Tools: Assuming we know who to ask – what are the success criteria for a good collaborative innovation tool?

3) Why should I? : Innovation is unique amongst collaborative initiatives in being most able to show a direct line between input, and valuable output. After all, the result of innovation initiatives is the creation of new value for a corporate entity – so why should audiences participate? There are some obvious benefits for employees to take part, but what about people external to the organization? Companies have tried a variety of different incentive programs from outright cash rewards, to tangential rewards (e.g. gift vouchers), to virtual achievement badges, to absolutely nothing. Is there a one-size fits all? Is it realistic to expect altruistic contribution from people with nothing to gain? And if you decide to give rewards – how much is appropriate?

4) How much is enough? : Just how much collaboration is enough? Can you ever over-collaborate on an idea? Is collaborating on an idea different to than collaborating on a more mature concept? Are there differing levels of collaboration required at different points in time?

As you can see, there’s rather a lot to cover in the 90 minutes allocated to this topic -and I’ll be aiming to get through as much as possible. If you’re unable to take part in the synchronized chat, please take advantage of the various tools available to download a transcript (I use the built in service on (http://www.wthashtag.com/smchat usually) and then continue on the conversation with the other participants throughout the week!

Then, for the other side of the coin – don’t forget that #INNOCHAT tackles Innovation in a Collaborative World” on Jan 28 at 12PM EST. See you all there!

Comments : 2 Comments »
Tags: #innochat, #smchat, collaboration, discussion, innovation, innovation strategy, social media, social teams, twitter
Categories : collaboration, innovation

Tackling Collaborative Innovation – the #smchat and #innochat doubleheader

22 01 2010

I should’ve known better really – after, all it’s happened once before, so surely I should’ve spotted it coming a mile away when I 1) was dumb enough to make some suggestions on #innochat for future topics and then 2) found myself on the receiving end of a seemingly innocent telephone call with Chris Jones, Renee Hopkins and Gwen Ismael.

Like a steam liner heading slowly but surely into an iceberg in broad daylight, I found myself yet again somehow agreeing to moderate an upcoming session.

For those of you not in the know, #smchat and #innochat are two of the most vibrant and productive “Social Teams” on the Internet. Each virtual group, meets once a week to openly discuss, debate, and generally advance the thoughts and practices of their respective members in specific areas.

#Smchat meets on Wednesdays and is focused on all things Social Media and Collaboration related, and headed up by the excellent Chris Jones (@sourcePOV).

#Innochat, held on Thursdays, delves into the inner working of corporate innovation practices and theories and is led by the formidable duo of Renee Hopkins (@Renee_Innosight) and Gwen Ismael (@Gwen_Ismael).

Both groups are classic “Social Teams” by my definition – a loose “membership”, focused on achieving a specific purpose, massive in scale, floating leadership, and more – anyone can join by logging into twitter at the appropriate pre-scheduled time, follow the appropriate hash tag, and wait for the moderator to begin the discussion. A quick round of introductions later, and the fireworks begin, with the moderator working hard to try and keep the enthusiastic team members on course, on topic, and on target to drive a useful conclusion to the topic being addressed that week.

It can be a little overwhelming at first – especially as the exchanges are frequently fast and furious – with tons of excellent, valuable comments being traded to and fro at a rate of knots. It’s really a fantastic learning opportunity, and a great way to mingle, interact, and cross swords with some of the best minds on Social Media and Innovation.

I’ve been participating in these two teams for some time now – and have the dubious honor of having moderated one of the most vigorous discussions ever on “What in the World is Web 3.0?” – which pulled in experts from all over the internet to debate what the next iteration of the web would look like.

I knew thus, that it was only a matter of time before I would be cornered into a repeat act, and sure enough it wasn’t long before I found myself cornered like a rattlesnake in a fishbowl.

The two groups have been increasingly finding areas of overlap in recent months, as “Innovation” has increasingly embraced collaboration and socialized processes, and “Social Media” finds innovation as a prime corporate driver for internal adoption and use of its tools.

The inevitable crossing of the two subjects occurs at “Collaborative Innovation” and as Collaborative Innovation is “my thing” – I soon found myself on the receiving end of a flung gauntlet to moderate the first ever “doubleheader” between the two teams.

Both groups have vastly different viewpoints on this topic which is an increasingly relied upon driver of corporate organic growth and new value. So I’ve decided to split up the two sessions in a way that would release the most amount of value from the accrued expert minds in attendance.

So clear your agendas, fire up the espresso machines and best make it a double – because on Weds, 27 January at 1PM EST, #SMCHAT will be looking at “Collaboration in an Innovation World” – focusing on the social issues of how companies can drive participation, collaboration, and motivation for innovation efforts – after all, people are asked to contribute to the creation of new value for a company – but why would they? And how can you structure collaborative efforts to drive the desired results for a company?

Then, for the innovation junkies out there, we follow up on Thurs, 28 January at 12PM EST, when #INNOCHAT tackles “Innovation in a Collaborative World” – now that collaboration and socialization of business processes is not only a reality, but a mandatory element of any innovation program worth its weight, how can we inject collaboration into the innovation process? What are the various business models for its use?

Full-on framing posts for each topic will show up during the week, so keep your eyes peeled, and use the comments below to request specific topics, areas, questions or ideas to be addressed!

Comments : 2 Comments »
Tags: #innochat, #smchat, collaboration, discussion, innovation, innovation strategy, social media, social teams, twitter
Categories : collaboration, innovation

The Blogger’s Hub Mark II – The World Business Forum 09 and Social Media Innovation

5 10 2009

Thanks to the good people over at HSM, I’ve been invited to take part in the Blogger’s Hub at tomorrow’s World Business Forum – something I’m really quite excited about for a variety of reasons.

Firstly, look at the lineup – where else in the world can you go to and see Bill Clinton, George Lucas and Gary Hamel all on the same agenda? The topics being addressed are equally diverse – ranging from Leadership, to Branding, to Economics, to a simple “Conversation” (well you didn’t think George Lucas would address the audience on something like “Quantitative Analysis Techniques for the 21^st century” did you?).

However, and not to take away from the power of the content itself, one of the main attractions for me this year will be to see how HSM has evolved its’ “Bloggers Hub” concept. Whether or not HSM were the first to embrace Social Media (SM) and the concept of an “alternative press core” as part of its conferences I don’t know – but I think I can safely say that they’re the current leaders when it comes to integrating SM into their conferences. You certainly can’t fault them for lack of commitment to the concept – and it’s reaping some great results from them in terms of market exposure and attendee response.

Regular readers will remember a piece I wrote about the Blogger’s Hub at the World Innovation Forum – also run by HSM – where they first tried out the concept. Inviting a core group of innovation bloggers, tweeps, and writers of various sorts to their event – they then set up a unique experience with reserved seating, dedicated WiFi channels, powerpoints, press packs, and more for this group. It was a bold statement at the time of HSM’s belief in Social Media – and one that was then rapidly adopted by many of their competitors to varying degrees of success.

So needless to say – I’m fascinated to see how they’ll push the boundaries again with their second go at it. Already they’ve done far more pre-conference than in the past. Having established an already pretty active hash channel on twitter (#WBF09 in case you want to follow the live tweets on Tuesday and Wednesday), a LinkedIn Group, a Facebook page, and several networking opportunities both before and during the conference specifically for the Blogger’s Hub members – they’ve done an admirable job of embracing what I think are the key components of a successful corporate SM campaign, namely:

1) Open a channel to your target market and give them a means by which to communicate with each other – through the various linkedin, twitter, and other channels that they’ve created, HSM have provided the potential community with a set of tools to use. More critically, rather than attempt to create proprietary channels; they’ve built mini-channels within already established platforms so as to reduce the barrier to entry to new community members.

2) Enthuse the community – Membership to the Blogger’s Hub has certain perks: Special invitation-only channels; exclusive networking opportunities; special press packs and media libraries; the specially reserved and equipped area at the conference itself; and more – all contributing to participants feeling “special” and thus more enthusiastic about the entire experience. Just as with any PR – giving a channel exclusivity to content gives it a better chance of being picked up

3) Take an active role in the community – throughout, HSM has not only used the various channels as a way to put out marketing messages, but crucially, they’ve taken an active part in the online discussions – thus getting adopted by the community not as a sponsor, but as a member – and as a member, credibility and acceptance is much greater.

Having covered all these points admirably, George Levy and his colleagues at HSM have ensured that come the Wednesday evening close of the event, not only will they have driven a modern day PR campaign that would be the envy of most corporates out there, but they’ve also created an active community that they essentially “own” and are a trusted member of. How many companies active in the SM space can say that? Talk about creating an asset!

Will there be more surprises for us when we get there? I’m willing to bet so – so make sure you track #wbf09 over the next few days and I’ll make sure to tell you all about it as the event unfolds!

More Resources

I’ve created an RSS Feed of Blog Posts on the World Business Forum from Blogger’s Hub participants
If you’re not an active Twitter user – you can follow all the action from HSM’s dedicated page
If you are an active Twitter user – make sure to follow #wbf09 to see the whole thing unfold live
Here’s a full list of the Blogger’s Hub Participants so you can follow each individually:

Comments : Leave a Comment »
Tags: 2009, Blogger's Hub, blogging, collaboration, Gary Hamel, George Lucas, HSM, innovation, social media, World Business Forum, World Innovation Forum
Categories : innovation, social media

What in the Wide World is Web 3.0? – Let’s find out….

22 09 2009

So it all started with a bit of a joke – I was chatting to moderator-extraordinaire @sourcePOV (Chris Jones’ alias on Twitter to the rest of you) at the end of a particularly well attended #smchat session to brainstorm some ideas for future chat topics (click here to find out more about #smchat). “Hey”, I said with tongue firmly in cheek, “we’ve been talking about social media and web 2.0 for some time now… aren’t we due another point release soon?”…. Chris, with what I’m now realizing is a rather impressive ability to spot an opportunity, quickly managed to convert my offhand quip into a somewhat tenuous agreement to take over from him as moderator for next week’s #smchat gathering, with rather daunting task of leading the 50+ participants through “Qu.20” – figuring out what Web 3.0 is, might be, or would be, if it is anything at all – and then trying to understand the impact on business and beyond.

I found myself wondering if this was how Justin Timberlake found himself not only guest hosting Saturday Night Life, but then also in tights and high heels for a parody of Beyonce’s “Single Ladies”… At some point he must’ve found himself thinking “How the heck….?”… I guess in retrospect I should thank my lucky stars that I get to keep my trousers on to host #smchat…

Taking a closer look at the topic though, led me to some very interesting search into a future that really isn’t that far away – (many experts seem to suggest that Web 3.0 will be a real entity as close as 2010) – but one that is still unclear and the center of some debate as to what it really is, will be, and what it will mean.

Let’s take a quick look down the “point release” history of the Web:

Web 0.0 was the first interactions between computers – the beginning of a networked world as it evolved. Crude, and of limited use (by today’s standards), but a huge step change on what was possible with individual computers.

Web 1.0 took the next step and evolved protocols and common language to begin making sense and use the growing “web” of interconnected computers in both the private and public sectors. Data was primarily pushed at you with little intelligence about how and why; and content creation and distribution was the sole domain of the website owner. However it spawned a wealth of business models that managed to take advantage of a new, non-physical channel by which to sell and promote goods and services.

Web 2.0 introduced the concept of a two way web – with users not only reading information, but also writing, contributing, and creating content.

It’s given birth to the business models of co-creation, open innovation networks, crowd sourcing, wisdom of crowd approaches, and enough buzzwords to run a truly interesting and diverse game of “buzzword bingo” at the office. It’s also introduced the concept of data and application mobility and a whole new level of interconnectedness with open standards beginning to evolve and standardize how machines, even from competing brands, talk to each other.

It’s a social, collaborative, and altogether more responsive and interactive web that is no longer just a tool, but a part of us and how we interact with the wider world around us.

So bearing in mind that marketing guys can be as unoriginal as a mullet at a Lynard Skynard concert when it comes to naming new concepts – we know a Web 3.0 is on its way – but what, if anything, will it be?

Here’s a nice little short movie from Dutch think tank EPN which does a nice job of introducing the Web 3.0 concept in relation to what’s gone before:

I don’t know about you, but I’m quite excited to see what the #smchat participants will come up with (Bet you’re jealous now Chris! :p ) – and to better prepare you all to discuss the topic, here’s some background reading on what some people think the Web 3.0, along with a list of some of the questions we’ll try to tackle on Wednesday:

Q20a) What is Web 3.0?

So what will Web3.0 bring us? Will it simply be a natural extension of Web 2.0? Will it just be a marketing gimmick devised by bored marketers looking to revitalize and differentiate a market where almost everything has been branded with a “2.0” by now? Or something totally different?

Alan Cho wrote a pretty nice article on the subject last year that does a good job of amalgamating some of the current arguments out there into a comprehensive prediction of what Web 3.0 might be characterized by, including:

– The advent of a truly intelligent web – the development of contextual searches will finally make sense of the plethora of online information and will eventually spawn intelligent web applications able fully understand what you’re really looking for in natural English.

– New levels of Openness and Increased levels of Interoperability – with users being able to skip from device to device and application to application using one single ID to seamlessly manage their online world – with the web being seen as essentially one really huge database. A worldwide cloud without edges if you will.

– A 3 dimensional web – not only in terms of Second Life type Avatars, but also crossing into the real world and integrating into everything you own. The web becomes an additional layer of information overlaying all aspects of your life, enriching the information flow your eyes process.

Q20b) What will be the hallmarks of a Web 3.0 world and how will it revolutionize the world?

Here’s a more academic view of Web 3.0 by a UCal professor:

Q20c) When will Web 3.0 be officially here?

The phrase “Web 2.0” was apparently coined in 2003 by Dale Dougherty, a vice-president at O’Reilly Media, and the phrase became popular in 2004. Some experts are saying that if the next fundamental change happened in roughly the same time span, Web 3.0 will be knocking on our doors sometime around 2015. Others seem to think that it could be upon us as soon as 2010! Time for all you Nostradamus wannabe’s to get your diving rods out on this one!

Q20d) What are the barriers to W3.0 ?

What’s stopping us from getting there? What are the major barriers that companies and consumers need to overcome? And what are the enabling features?

And finally, what I think is the most important question:

Q20e) What does Web 3.0 mean for businesses?

In this amusing interchange with a journalist, Eric Schmidt of Google gives a brief insight into what he thinks are some of the implications of web 3.0 including an interesting prediction that “Applications will be distributed in a viral manner” in the future.

Want more? Some further suggested reading:

http://www.labnol.org/internet/web-3-concepts-explained/8908/ – has a bunch of presentations from various peoples on what web3.0 might end up being.

http://computer.howstuffworks.com/web-30.htm – a good comprehensive look at all elements of Web 3.0

http://www.pcmag.com/article2/0,2817,2102865,00.asp – A nearby vision of how web 3.0 is evolving (hopefully not with all the annoying ads their site seems to be overridden with though…)

This #SMCHAT will be held on Wednesday, September 23rd, 2009 at 1PM EST on Twitter. If you’ve never participated in a Twitter chat before – here’s a useful post by Jeff Hurt that can help you get started!

And if you want to suggest some more questions for us to tackle (time permitting) feel free to post your suggestions in the comments below or via twitter on @bpluskowski – See you on Wednesday!

Comments : 2 Comments »
Tags: #smchat, collaboration, communities, future, immersive web, innovation, internet, social media, twitter, Web 3.0
Categories : social media

Embracing Democratic Innovation

20 05 2008

In speaking to many clients who are embracing collaborative innovation whole-heartedly, I frequently get clients who mention that they want to allow participants to take part in the evaluation process too. A natural desire in reality – especially in the age of open software development, crowd-sourcing, and other collaborative efforts going on in the world out there.

Personally I think it’s a great idea…but maybe not for the corporate environment. You see – whilst for certain topics – especially those of a trivial nature – allowing a crowd to make the decisions as to what’s good for you is fine as there is low risk in low value projects going wrong – however, for more critical projects, I find very few companies are happy to commit themselves to implementing WHATEVER the crowd decides is top rated in a given ideation session. You see – the risk is simply too big for most people – and whilst the philosophy behind democratic decision making is very commendable – how many people out there are really willing to risk the success of their careers on the decision making capabilities of a mob? Very few I think – in fact I have yet to find one as most clients back off from this idea when faced with the reality of the fact that if you ask people to vote on their favorite ideas, they’ll be expecting you to agree with them and implement the top rated ideas. If you don’t, you end up alienating the audience for future sessions.

People need to feel like they own decisions that affect them – it’s one of the many reasons the old suggestion box system of old didn’t work – it relied on people being open to ideas they never asked to get and had no interest to implement. By making it the eventual implementors’ job to evaluate the ideas they will eventually implement – you increase their commitment to implement and allow them to have accountability over their actions. Why would you ever want to take away accountability?

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Tags: collaboration, crowdsourcing, innovation
Categories : Uncategorized

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