Crowdopolis 14-slides-alph-bingham inno centive pharma

Integrating Crowdsourcing into your Overall Innovation Strategy

Alpheus BinghamFounder of InnoCentive, Inc

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http://dailycrowdsource.com

InnoCentive, 2014

http://crowdopolis.net/


http://dailycrowdsource.com/

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WIRED, 2006




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Open Innovation, 2004




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InnoCentive, Inc 2001




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All seekers bailed

Ben

5000




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Crowdsourcing at InnoCentive: Year One




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Crowdsourcing and Major Pharma




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Diversity has a critical mass

• Risk management demonstrated prior to advantages of diversity




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A “Controlled” Experiment in Crowdsourcing




http://www.roche.com/index.htm

http://www.roche.com/index.htm

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Crowdsourcing: A value proposition

• Diversity of thought• Spot market engagements• Risk distribution to solvers




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Barriers to adoption

• Cultural: NIH• Identity: Solvers, not seekers• Organizational: reward mechanisms• Process: Outside workflow




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Innovation Process Paradigms

• Phased Review 1960s NASA

• Stage Gate 1980s COMMERCE

• Open Innovation 2004 COMMERCE

• Challenge Driven Innovation 2011




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Innovation and Development Skills: stage/gate systems

Copyright 2010: Alpheus Bingham, do not distribute without author’s permission.

INSIDE

OUTSIDE

• Inside (80%)• Hypothesis generators (10%)• Data/proto generators (60%)• Designers (5%)• Project coordinators (5%)

• Outside (20%)• Scaling data generators (20%)




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ALS

CHALLENGE DRIVENINNOVATION

Dissection


Channel selection and distribution Evaluation and option selection

Integration




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Innovation and Development Skills:Channel orchestration systems


INSIDE

OUTSIDE

• Inside (20%)• Project dissectors (3%)• Orchestrators (3%)• Assemblers (4%)• Evaluators (10%)

• Outside (80%)• Hypothesis generators (10%)• Data/proto generators (70%)• Designers (5%)




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Innovation Channel Selection




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The Roots of CDI

“Challenge Driven Innovation, CDI, shares DNA with the modularity processes, earlier described by Carliss Baldwin and Kim Clark of Harvard Business School. In CDI, a portion of the larger project is formulated as a challenge, in which a “challenge” essentially represents the problem statement for a block of work that can be modularized and in most cases rendered “portable.” That is, such a block of work can be outsourced or insourced as an integral unit. The central processes to this framework are those of dissection, channel distribution, and integration.”

Carliss Y. Baldwin and Kim B. Clark, Design Rules: The Power of Modularity, vol. 1 (Cambridge, MA: MIT Press, 2000). And “Managing in an Age of Modularity,” Harvard Business Review 75, no. 5 (September–October 1997): 84–93.




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Why Challenge-drive Innovation Works

Challenge-driven Innovation unlocks your innovation potential

Communities collaborate around well-defined “boundary objects”

Boundary objects create a common reference point and language

Enable “constructive arguments” (collaboration)

Example: a clay model or prototype of an automobile

Designers look at aesthetics, engineers consider aerodynamics

Well-formed Challenges are uniquely effective as boundary objects

Rich in information, but abstracted to engage diverse thinking…”just-right” challenges

Must be actionable, sponsored, owned

In contrast, “ideas” are loosely defined, not clearly owned, and create less impact

Challenges help to transform organization, process, and culture




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Evaluation of the Open Innovation Pilot Program between NASA and InnoCentive, Inc.

It really IS Rocket Science




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Over 2,900 Solvers from 80 Countries Participated

Open Innovation Program Reach




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NASA Pilot Challenges – Phase 1

Challenge Title - CenterProposals Submitted

Award Details

Improved Barrier Layers … Keeping Food Fresh in Space - JSC

22 One Partial Award

Mechanism for a Compact Aerobic Resistive Exercise Device – JSC/GRC

95 Fully Awarded

Data-Driven Forecasting of Solar Events - JSC 11 Fully Awarded

Coordination of Sensor Swarms for Extraterrestrial Research - LARC

37 Three Partial Awards




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http://blogs.forbes.com/haydnshaughnessy/2011/05/05/can-we-crowdsource-a-cure-for-cancer/

“…we are taking two main

pathways with crowdsourcing.

There is the trivial – my

apologies to Dell and

Starbucks – where we use the

crowd to provide feedback on

product features. And there is

the profound – where we use

adjacent areas of expertise to

cast new light on scientific and

industrial challenges

(the Innocentive model).”




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Crowdopolis 14-slides-alph-bingham inno centive pharma