OID2012 Howard Smith

8/2/2019 OID2012 Howard Smith

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3/13/2012 9:30 AM 6029-09_CSC 1

Case Study: Ideation at CSC

A 21stCentury

Suggestion Box

Howard SmithGlen Hoffherr

An Enterprise Ideation Portal


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Collective Intelligence 3/13/2012 9:30 AM 6029-09_CSC 2

Business Change projects ... Walk of the Living Dead!

MURKY MIDDLE

THROW

IT OVERTHE

WALL

PROJECTS: THE

WALK OF THE LIVING

DEAD

VALLEY

OF

DEATH

EXECUTIVE MOODSWINGS

BLAME

GAME

FUZZYFRONT-END

DECISIONS AT THE

TWISTED GATE

ONE-MAN-BAND PORTFOLIO MASTER

CORPORATE

AMNESIA

Source: Imaginatik, inventor of enterprise idea management


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CSC cash flow ideation as reported by CFO

Challenge:

Day SalesOutstanding

(DSO)reduction

Duration 8weeks

Reviewteam: 27experts

The Ideation event

resulted inreduction of DSOby at least 4 days($64M/annum),

possibly twice asmuch, over 12month period

Audience: 2300 cross functionalActive participants: 317Ideas: 182Comments and other reviews: 334Votes: 1789Hits on site: 39941


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Ideation event concept

Creating value through employee and customer engagement

Identifythe

problem& owner

Detail thechallenge

&audience

LaunchCapture

ideasBuild out

ideas

Evaluateand

review

Conclusionsand

decisions

??


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Ideas as Products, Services, Strategies, Risks, Problems

??

??

??

1. Problem + Ideas =Solution

2. Situation + Insights =

Better Knowledge

3. Portfolio + Ideas =

Updated Portfolio

New ideas, Improvement ideas, Contrary ideas

Three patterns for using ideation ....
http://images.google.com/imgres?imgurl=http://www.infowit.com/images/time_graphic.jpg&imgrefurl=http://www.infowit.com/&h=396&w=370&sz=41&hl=en&start=12&sig2=AgOBGr9JdBp2AC4UsN7LEQ&um=1&usg=__5XgdBITtX63hntcsHccreTPdbyI=&tbnid=ws-pWNv_m-oqgM:&tbnh=124&tbnw=116&ei=DaP9SP-CB4iy0QSer4CWAQ&prev=/images?q=project+manager&um=1&hl=en&rls=com.microsoft:*http://images.google.com/imgres?imgurl=http://www.cogentis.com.au/images/marketing-strategy-win-new-clients.jpg&imgrefurl=http://www.cogentis.com.au/&h=475&w=370&sz=17&hl=en&start=3&sig2=oPpPS_LYY1TrMKKvmTcpjQ&um=1&usg=__J5pUxqVeLEZKeR7tu-gALPO3z1U=&tbnid=tseTvUo0bvEAvM:&tbnh=129&tbnw=100&ei=raL9SLQug_zQBOfw6Z4B&prev=/images?q=strategy&um=1&hl=en&rls=com.microsoft:*http://images.google.com/imgres?imgurl=http://www.walsh-electric.com/walshelectric/files/ccLibraryFiles/Filename/000000000025/service%20team.jpg&imgrefurl=http://www.walsh-electric.com/index.asp?sid=6&RootPageID=6&bid=6&AllowChildPageList=True&ContentName=Page+Content&ccIPage=l6d09a10sP&h=1014&w=1873&sz=684&hl=en&start=14&sig2=1-p5jjaP_p35yZVkOajfmg&um=1&usg=__GiqZUwXY6E54JePOBzLC6g0Rt1Y=&tbnid=hs74_SjrTjAZ6M:&tbnh=81&tbnw=150&ei=laL9SPegCpCG0wTi752RAQ&prev=/images?q=service&um=1&hl=en&rls=com.microsoft:*http://images.google.com/imgres?imgurl=http://images.appleinsider.com/product-red-ipod-mock2.gif&imgrefurl=http://www.appleinsider.com/article.php?id=2134&h=390&w=594&sz=62&hl=en&start=3&sig2=IQXhw_AgwDmfXN-itD7Afw&um=1&usg=__2s6qOV5SconOe0gIksOvpiS79RI=&tbnid=WRnpH_A9gdnA4M:&tbnh=89&tbnw=135&ei=eKL9SJ6ZLY2W0gT8r8COAQ&prev=/images?q=product&um=1&hl=en&rls=com.microsoft:*


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Leaders create the conditions for convergence

Do not fish for ideas

Collective Intelligencerequires an additive ideationprocess

Ideas as additivecontributions

Contributing to a solution, agoals, a challenge ...


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The Triage or Funnel analogy is not always helpful inunderstanding ideation

??Ideation is not about pickingwinners or top ideas ....manyevents are additive

Ideas should not compete withone another, but add to anemergent picture, e.g.:

Fleshing out details... of a problem... of a solution... of a product design... of a marketing campaign

A few winners ...

Everyone wins and contributes



Three more patterns we use

?? ?? ??

Qualification Competition Improvement

Candidates +Questions = Decision

Candidates +Criteria = Winners

Process + Exceptions =Insight for Improved Process



The process in greater detail

1. A leader wants to solve aproblem or get some newideas so they

2. Stimulate a targetedcommunity

3. With communications,challenges, seed ideas,conditions for action




!

Raw ideas

Idea building/peer review

Developing ideas







!

Raw ideas


Developing ideas

Formal review/ stage-gate

Reviewed ideas

Review/Evaluation/Facilitationteam

SubjectMatterExperts

Idea categorization/recommendations

Evaluatione.g. scorecard







!

Raw ideas


Developing ideas

Formal review/ stage-gate

Reviewed ideas

Idea bucketing/Conclusions/

Decisions Review/Evaluation/Facilitationteam

SubjectMatterExperts

Idea categorization/recommendations

Evaluatione.g. scorecard

Assign responsibility Action plan Track

Decision/action team






A typical ideation event launch sequence

EventDesign

IdeasGeneration

IdeaDevelopment

ConclusionsReviews

Purpose

Examples

Selection criteria

Populations

Recognition

Sponsorship

Communication

Communication

Encouragement

Re-enforcement

Sponsors &stakeholdersset objectives

Employees,experts or

externals areinvited to

participate

Review team& expertsguide bestideas todevelop

Review teamleaders conclude

the event interms of

outcomes

Categorise

Publicisedecisions

Next steps

Allocateresponsibility

Comments

Peer reviews

Expertreviews

Final reviews

Public

comments

Eventlaunch

Review teamevaluates,scores &formally

reviews ideas

Configure Portal Portal supports process throughout Best ideas transition to projects



Best practice template for designing ideation events



Touches Many/All AreasF&A AccountingF&A - Cash Operations (Billing &Cash Collections)F&A ContractsF&A - Contract Close-out andfinal billing

F&A - Program ControlF&A SubcontractsNew Business AcquisitionIT SystemsSr. Operations ManagementProgram/Project ManagementPresidents and VPs

Sterling Service CenterSenior NPS ManagementOther Area - specify in ideadescription


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Problem-challenge definition is a critical step

The right questions

The appropriate decision process The appropriate evaluation process A convergent design A committed team

1. Interview sponsor, problem owner


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The right questions



2. Distribute problem definition questionnaire(PDQ) to those with insights/ the involved


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The right questions




3. Agree with sponsor/

problem owner


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The right questions




3. Agree with sponsor/

problem owner

4. Start the ideation project


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Ideation Is Not All

About Innovation

Marketing -market

opportunities,potential new

offerings,reduce costof slogans,

brandnames, etc

New Product

Development -new productconcepts,identifying

potential marketopportunities,supporting thefront-end of the

product

developmentprocess

Research &Development -

technology solutions,applications forexisting or new

technology, improveefficiency of R&Dprocess, project

evaluation

Finance

cost reduction andprocess

improvement,

structured tool andprocess for thecompany, solve

specific, time criticalproblems, create

sustainablecompetitive

advantage through

ongoing commitmentto innovative work onsmall improvementsthat competitors find

hard to replicate

Sales

identify newsellingopportunities,explore new

markets,improve selling

process andinteraction withthe rest of the

firm and withcustomers

Channel

how toleveragepartners,agents,

etc


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Analysis of Over

1000 Ideation Events

CustomerService

identifyopportunities toimprove

customerservice, tap intocustomer insightand feed into theR&D, marketing

and sales

process, createdifferentiators

through service

Manufacturing

cost reduction,process

improvement,sharing best

practices

Supply Chain &

Procurement -how to tap intothe supply chain

forimprovements,cost reductions,

and ways ofadding morevalue through

supplier-driveninnovation

HR

supportinggeneral

employeeengagement

goals,resolving

issues fromemployee

surveys

Legalensure

follow goodprocess,protect

intellectualproperty,

streamline

IP process

Executive -involve

employees instrategy to

promotealignment and

buy-in,addressspecific

executivechallenges,

support searchfor large

breakthroughtype innovation

initiatives forgrowth


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9 more examples of successful ideation projects at CSC

CSC GreenwaySponsored by a panel of

Presidents/VPs90,000 Employees invited200 Review Team membersResult: Establishment ofwww.csc.com/greenway

Cash Flow OptimizationSponsored by CFO of largest CSC unit2000 participants20 person evaluation teamResult: Savings $64 to $128/annum

CEO ChallengeSponsored by CEO

Part of CSC 50th

celebrationAll employees invited2000 ideas developedIntegrated to Senior Leader conferenceResult: 3 new strategic initiatives

SEEDSSponsored by Office of InnovationTech Topic based events

throughout yearGrowing database of SEEDSResult: awareness, educationSpinoff: popular Serendipityall staffNewsletter

R&D Tax Rebates

Sponsored by B.Unit CFOs500 Architects invitedReturn: $50K to bottom lineRepeated in other BUs

Elephants in the RoomSponsored by VP Culture Change

Pre-CSC Annual Conference ideation1500 Attendees invitedResult: Defined CSC Culture Changeprogram

Sales TransformationSponsored by President Sales &MarketingSales community engagement/change5000 Global Sales community invitedResult: Firm basis for SalesTransformation

Global Customer EchoSponsored by ideation program

Employees invited to speak for theirclient90,000 EmployeesResult: Input to BU change programs

Risk Register UpdateSponsored by Chief Audit OfficerSecure ideation Director level and above350 Senior Leaders invitedResult: Updated CSC Risk disclaimers
http://www.csc.com/greenwayhttp://www.csc.com/greenway


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Ideation events must be targeted and convergent

Degreetowhich

challen

geistargeted

Degree to whichchallenge is convergent

Got any ideas?

What ideas do

we have aroundtopic T?

What ideas do

we need? Why? Howwill we get them? Dothe part come fromdifferent sources?

What perspectivesneed to be included?..... Etc.

What T ideas do

we need to achieveour goal G in time Xwith resources Yunder constraintsC?

Design thecollaboration in alldetails to get theideas we need:

- Target

- Communications- Community- Process- Etc.


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Divergent question

We need new ideasclick here to submit


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Additive question

We need ideas that couldhelp us get closer to our

objective X


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Additive (improved)

Can you improve this idea?

Enter ideas that help usflesh out all the details we

need, such asA, B, C and D


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Convergent challenge

Our objective is X. We must achieve milestone M bydate D using resources R under constraints L.

The types of ideas we need are T. The kinds of ideas

we dont want are N. When you enter your idea,please supply information A, B and C.

Well be evaluating the ideas like this E. Ideas will

progress to the next stage if they meet criteria C.

The decisions we will take are either P, Q, R or S.


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Event design drives everything

Convergence

The process by which the communityhelps build out the ideas

The evaluation criteria

The nature of recommendations

by your experts

The stages ofdevelopment of ideas

The decisions you will take tomove ideas to the next stage

Who you invite

How you invite them

The challenge

you give them

The types of ideas youdo and do not want

The content of theideas you need


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The sponsors objective is NOT the same as the question heshould give to the community

I need to grow the

business by $100MTo community: Do you

have any growth ideas?


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Asking indirect questions often yields significantly more ideasand higher quality ideas

I need to growthe business by

$100M

To community: Why are

not growing fast enough?


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Other ideation techniques

Covert questioning

The question is stated inways that solicit additionalinformation

The community is not awarethey are providing theadditional information

Social engineering

Posing the question itselfsends a signal to thecommunity

The sponsor may bewishing to send a signalabout future employeebehavior

What is the most important

single thing we can do toachieve our objectives?

What will happen if we dont

act on your idea?

What can we do to be more

customer intimate?

What can you personally do tohelp in your role?

Examples ...


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Good LeaderKnows why they are asking for new ideas, has

well defined goals, time, resource inputs andconstraints

They are ready toact in a timely

fashion if the rightsideas are found

They pre-budget forthe implementationproject, even ahead

of the event

They dont build up

a body of ideas justin case

They know that oneevent does not

create an ideation

program in supportof their

organizationsobjectives

The success of ideation depends largely on the leader

The time spent in design is worthwhilebut only to the extent the event is mission critical


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Poor LeaderWants to launch ideation tomorrow

is frustrated by any delay

Looks to ideation asa last resort

Believes that ideas

are out there if onlythey ask

Fishes for any and

all ideas, hoping forresults

Thinks that justasking is enough

The success of ideation depends largely on the leader

A little fishing is ok, as long as the sponsor understands

that is what they are doing!


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What made the CSC cash flow event work?

High

Priority

Defined

Owner

More than OpenSuggestion Box

Ideation

DesignProcess

Evaluation

AgainstScorecard Formal

Recommendations

DecisionsImplemented

DecisionsExplained

FocusedOrganization

On Issue

RightStartingPoint


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How does social fit in?

Idea platform

top down

Social platformbottom up

Conceptual centre theidea and the process

The two solutions have

very different conceptualcenters and profound

differences of functionalityConceptual centre theconnection and the

community

Business InitiativesEmployee Communities

Community

growsthrough

ideamanageme

nt

Ideasgrow

throughcommunitymanageme

nt


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Where is the technology going?

The solutions are evolving Idea platforms are evolving to add

social functionality

Social platforms may be evolving toadd idea functionality

An incoherent strategy isunwise Technical integration challenges

Attention challenges fromcompeting initiatives

Need for governance, process,ergonomics and architecture

Enterprises are learning Companies are learning how to

deploy idea management as theirprimary collaboration platform

Others use idea management tocomplement a social platform

Take your pick

IT leaders love social networks turn on and forget

Business leaders prefer ideamanagement because they haveprojects to run and need results


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Innovation Management platforms

A small number of leading solutions

Many niche/trivial solutions Look for an end-to-end solution

Communication, engagement, ideation,evaluation, stage-gate, decisions, actionassignment, tracking, measurement of results(long term), closed loop best practicedevelopment

Workflow + collaboration

Business process agnostic

Any Business Initiative management

Sales, marketing, R&D, HR, best

practices, CEO/leader special projects,launch innovation, competitive response,customer echo, open innovation, customerservice, voice of employee, strategyplanning, investigation/audit, NPD, sixsigma/lean, future planning

http://www.imaginatik.com/Used by CSC 2007 to 2012

http://www.spigit.comPossible future use by CSC

http://www.hypeinnovation.com/http://www.brightidea.com/Future investigation by CSC
http://www.imaginatik.com/http://www.spigit.com/http://www.hypeinnovation.com/http://www.brightidea.com/http://www.brightidea.com/http://www.hypeinnovation.com/http://www.spigit.com/http://www.imaginatik.com/


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Complementary methods and tools

Text mining can amplify

understanding of the ideationconversation

Locating thematic centers,pinpointing hidden or outlierthemes

Root cause analysis can verify

the plan for moving forwardbeyond the top ideas

www.triviumsoft.com www.southbeachinc.com
http://www.triviumsoft.com/http://www.southbeachinc.com/http://www.southbeachinc.com/http://www.triviumsoft.com/


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3/13/2012 9:30 AM 6029-09_CSC 40

Ideation with our clients

Four examples ofopen innovation

patterns:

Details removed for confidentiality


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Open Innovation objectives come in all shapes and sizes

Not knowing what the problems

are or where they reside Not knowing which are the most

important problems to focus on

Facing a lack of consensus aboutthe need to solve a problem

Knowing what the problem is butnot knowing what the bestsolution is

Knowing what the solution is, but

not knowing how best toimplement it

Choosing between multiplesolution options

Facing a lack of consensus about

the need to deploy a solution Needing more detailed

knowledge to clarify a fuzzyproblem or solution

Problems tied up in parts of the

organization outside of yourcontrol

Removing barriers hard or soft -to implementation of a solution

Having clear objectives but notknowing what the next step is

Difficulty communicating throughlayers of management


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1. Impossible problems

1. A small multi-organizational domainteam, set out challengeswhich

2. Are promoted to

experts in each org,thereby

!

3. Eliciting somepromising ideaswhich

5. Leads to the selection ofpromising ideas that can be

4. Are evaluated by ajoint review team,which

6. Evaluated by a largerimplementation reviewteam


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2. Expertise on demand

?

1. Some experts cannot befull time on an importantproject, so they...

2. Make themselvesavailable remotely,which...

5. Eliciting someresponses... which

lead to moreengagement andaccess withprojects that needthat expertise

4. Which theexperts answer,thereby...

!

3. Allows the projects thatneed them to have directaccess for questions


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3. Shared challenges

?

1. A program is in a fix

and needs real help,so they...

2. Pose a hardchallenge which...

!5. Eliciting some

specific ideas,which...

6. Helps theproject

3. Is shared very

widely

4. Possibly includingpartners and suppliers


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4. Collaborative solution development

1. A joint ventureteam wants todevelop asolution so they

2. Pose challenges, whichare given to

!

5. Creating collaborativeworking on solutionstogether which

7. Helps meets theobjectives for thejoint venture

!Joint venturesolutiondevelopmentteam

3. Experts in onepartner and

!6. Leads to jointlyowned ideas forsolutions which

4. Experts inanother partner


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More information via

[email protected]

www.csc.com
mailto:[email protected]:[email protected]

Documents

OID2012 Howard Smith