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A CrowdSourced Approach to Accelerating IdeaGeneration and Selection
Acceleration Opportunity
• Develop and test-drive an innovationacceleration methodology & tool,
• that combines collaborative and open ideation• with lead users idea validation.
Objective
Nimble Bee position in Accelerate• #1 - Acceleration problem to be solved for
customers– Speed up the innovation process @ customers by
enabling more iterations in shorter time withhigher output quality
– Solution: acceleration by leveraging aninnovation ecosystem of designstudents/universities and lead users.
CUSTOMER COMMUNITYTarget consumer community
COMPANYChallenge &
expert reviews
UNIVERSITIESSolution teams
COGNISTREAMER - Project facilitator
Nimble Bee Ecosystem
• Serious challenges: Challenged based innovationsponsored by companies providing real (strategic)challenges
• Design for collaboration: ‘coopetition’ model amongdesigners + consumer-designer sparring
• Direct Market Connection: targeted and moderatedlead user communities
Key Enablers
Nimble Bee position in Accelerate• #1 - Acceleration problem to be solved for
customers• #2 - The acceleration problem for
cognistreamer itself– Scalability & sustainability of the business model– Solution: replace the manual innnovation
management by a automated process (= VirtualInnovation Assistant)
Nimble Bee Process
• Goal is to develop a new tool, but to start currentlyfrom the existing CogniStreamer toolset to run thefirst experiments– Idea Generation: CogniStreamer Innovation Portal– Lead User Validation: CogniStreamer XL
• Both being adapted to facilitate the new approachand future scaling of the model
Tool perspective
Closed platformInvitationRegistrationLegal framework
Registration
IdeationCampaign Detail Screen
IdeationCo-Creation inPrivate Spaces
IdeationFinal DesignSubmission
Jury Review
ConsumerFeedback
Key Learnings
• Arrow’s Information Paradox– Legal Framework!
• Investment Cost and Risk of Participation– Reduce complexity of the challenge– Seek win-win with micro-communities– Provide design tools
• Lead users’ concept of value well aligned withthe company’s
Key Learnings
• Rewards & Incentives– Financial rewards do not stimulate early
collaboration• Collaboration vs. competition
– 19/20 finalists were design students!– Guidance by design teachers: 5/6 winners from
same design school– Real added value during open iterations with
lead-users
Key Learnings
• Outcome• “90% of designs could also have been created by
internal R&D, but NOT within the same time andbudget frame.
• this also means that 10% of designs were trulyinnovative! (benchmark internal R&D = 6%)
• One innovation with disruptive potential (team effort)!
