Crowdsourcing vs. Technology Scouting in a B2B setting
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Transcript of Crowdsourcing vs. Technology Scouting in a B2B setting
Unrestricted © Siemens AG 2014. All rights reserved
Crowdsourcing vs. Technology Scouting in a B2B settingDr. Michael Heiss
Siemens Corporate Technology | March 2014
Page 2 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Crowdsourcing vs. Technology Scouting:Two different approaches for technology sourcing
Technology Scouting: search for offeringsCrowdsourcing: let many people contribute
What is the difference?
Let many people know your needs
Receive many contributions
Visualization: many contributors (clouds) contribute to one goal (sun) Visualization: try to find the one who has skills you need
Search in databases and internet
Many technology offerings
written by yourself written by others
Page 3 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Crowdsourcing vs. Technology Scouting:Two different approaches for technology sourcing
• “Technology scouting is a systematic approach by companies whereby they assign part of their staff or employ external consultants to gather information in the field of science and technology and through which they facilitate or execute technology sourcing. Technology scouting is either directed at a specific technological area or undirected, identifying relevant developments in technological white spaces. Technology scouting relies on formal and informal information sources, including the personal networks of the scouts.”(Source: Rohrbeck via http://en.wikipedia.org/wiki/Technology_Scouting )
• “Crowdsourcing is the practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people, and especially from an online community, rather than from traditional employees or suppliers.”(Source Merriam Webster via http://en.wikipedia.org/wiki/Crowdsourcing )
Examples:
• Co-Ideation, Idea Contests
• Call-for-Proposals
• Corporate Problem solving
Technology Scouting: search for offeringsCrowdsourcing: let many people contribute
Definitions
Let many people know your needs
Receive many contributions Search in databases and internet
Many technology offerings
written by yourself written by others
Page 4 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Crowdsourcing vs. Technology Scouting:Do you want to be visible with your needs or not?
• See everybody without being visible• Be visible for everybody
Scouting: “good vision”Crowdsourcing: “good visibility”
Visibility
Visualization: be visible Visualization: have a good overview over all but be not visbile yourself
Page 5 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Crowdsourcing vs. Technology Scouting:Would you like to decide who is contributing?
• Don’t call us, we call you.• Hope to receive the right submissions
Scouting: activeCrowdsourcing: passive
Control of submission stream
Visualization: wait and hope that an important technology is contributed Visualization: do not wait – if you identify a partner with an important technology, take it
Page 6 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Consider how much you want to disclose when selecting the right open innovation approach
Overview over frequently used open innovation approaches
• Search field and companyare visible
• Pre-qualification for participants possible but complicated
• Search field and company not visible
• Need to manage large number of databases
Idea-Contests ScoutingE-Brokering
company
competitors
customers
end-customers
universities & research
startups & establishedtechnology providers
experts
searchfield
companycompetitors
customers
universities & research
startups & establishedtechnology providers
experts
searchfield
E-Broker
companycustomers
universities & research
startups & establishedtechnology providers
experts
searchfield
A B….A gets info from B
• E-broker sends request to a propriatary (closed) list of experts
• Anonymity and black-list possible
Databases& SearchEngines
competitors
Crowdsourcing Scouting
Page 7 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Scouting
E-Brokering & Innovation Portal
Idea Contests
Agenda
company
competitors
customers
end-customers
universities & research
startups & establishedtechnology providers
experts
searchfield
Page 8 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Designs for emotional LED solutions (Osram)
Disruptive ICT trends
Products & solutions for urban markets and city de-velopment (Siemens India)
Sustainable company and portfolio ideas (Siemens)
Smart Grid Innovation Contest (part I & II)
The effort for external idea contests is significantly larger than for internal idea contests
2009 2010
Inno
vatio
nJa
ms
Inte
rnal
co
ntes
tsE
xter
nal
cont
ests
Business opportunities for the "Future of Hubs" (Siemens Mobility)
Anti-Piracy issues & technical & legal solutions
2011 2012
Future Business opportu-nities for high-voltage switchgears (E T HS)
Business opportunities for "Future of Metals" (I MT)
2013
Data Driven Services
Page 9 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Example: Siemens Smart Grid Innovation ContestThe contribution quality is higher in a closed setting
Phase II: Call for Research Proposals,for universities only, 10-12/2011
Phase I: Public Idea Contest,for everybody, 4-6/2011
Submission & social ranking
Evaluation by Siemens
Jurydecision
Award ceremony
(incl. MVC1))Rec. by MVC1)
1) Rec. By MVC: Recommendation by Most Valuable Contributors, pre-evaluated by Core-Team
Abstract submission(Qualification)
Submissionof full
proposal
RTR2)
decision
Contracting&
implementation
RTR2)
accept/deny
2) RTR: Research Topic Responsible (from Siemens)
Topic cluster NDA Research Topic (confidential)
• All submissions
• All comments
• Crowd ranking (5 stars)
• Internal ranking (5 stars): public
• no internal comments!
Public: Selected Siemens experts:
Recruiting of participants: via social media (e.g. LinkedIn groups)
15 000 € (total)+ Berlin trip
1 Mio. € budget (total)
• Nothing, except the generic topic cluster description
• no crowd ranking
• Abstract submission• Full research proposal submission• Internal comments• Communication with submitter• Decisions
Public & Peers:RTR2)+Selected Siemens experts:
via SCOPUS all authors of scientific papers in the field were invited
• 100 countries
• 35 000 unique visitors
• 1 500 registered users
• 500 ideas
• 5 000 comments & evaluations
• 300 000 minutes on the site
• 40 countries
• 200 universities
• 400 registered users
• 172 abstracts submitted
• 25 accepted for full proposal
• 10 to be contractedPa
rtic
ipa
nts
Re
su
lts
Awareness & branding High quality research proposalsTop experts
Vis
ible
Pro
ce
ss
IT platform from
Page 10 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Lessons Learned from the Siemens Smart Grid Innovation Contest
Emotions Seismograph / Timeline
Page 11 March 2014 Corporate Technology
The „stock market price“ of the project shows how challenging an global external idea contest is
# Comments
1 Doubtfully at the beginning
2
Too many proposals that were not in Siemens business
Loss of both power sponsors
3 Some interesting submitted ideas
4 New confidentiality policy disrupted
plans and caused extra challenges for the tool
5 Definition of Research Topic Clusters
and Detailed Research Question
6 The Award Ceremony in Berlin and the
community feeling hat was very positive
7 Technical issues behind the scene
8
The contest was successfully launched and immediate response was positive, but quality of submissions at the beginning not convincing
9 Very high quality of submission;
due to the high number of submissions high effort
10 Contracting on the way
Preparation Idea Contest Online13.4-15.6.2011
Jury Preparation21.7.2011
Topic Definition for
CfP
CfP Online4.10.-30.11.2011
1.4. 15.6. 21.7. 15.9. 4.10. 30.11. 14.12.
positive
negative
2
3
4
5
6
7
8
9
Aggregated Emotions Seismograph / Timeline:
“estimated Return on Invest based on your own investment”
time
Award Ceremony
Berlin 15.9.2011
Evaluation of proposals
10
Research Topic Responsibles from BUCore Team
1
Page 12 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Lessons Learned of the Siemens Smart Grid Call-for-Proposals
Ownership
Project needs to be fully adopted by the Business Unit – Project Lead from Business Unit.
Management support from CTO level required.
A wide spread management support leads to robustness against organizational changes.
Early involvement of Product Managers.
Confidentiality
The more concrete the search field description, leads to a trade off between
the more valuable the submissions the higher the risk of disclosing Siemens strategies.
The higher the security level of the tool, the more expensive, less flexible, more complex to handle.
The quality of the submissions is higher if it is submitted in a closed environment (not public) - at least in a highly competitive search field.
Timing
It is more important to align the contest with the Siemens budget planning than with the academic year.
First receive all the submissions before making accept/deny decisions.
Recruiting of Submitters
SCOPUS gave us access to all the scientists who published in the search field.
Optimization
Having a pre-qualification process ensures that the Siemens Experts spend most of their time with the best proposals and ensures that only trusted submitters have access to the more confidential information.
Limiting the words and having a tool-enforced structure helps to focus submitters answers – helps to minimize Siemens effort for evaluating.
Explaining what type of proposals Siemens wants and does not want helps to optimize the expectation of the submitters and the workload for Siemens.
Very high usability is required for the web tool both for submitters and backend operations – End to end process/workflow support.
backup
Page 13 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Scouting
E-Brokering and Innovation Portals
Idea Contests
Agenda
companycompetitors
customers
universities & research
startups & establishedtechnology providers
experts
searchfield
E-Broker
Page 14 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Companies
~ 15 challenges submitted with predominantly excellent results
Efficient and market oriented approach to find leading edge technologies
Innovation Seeker
Problem Solvers
Huge Network of ~ 3 Mio Solvers
Large corporations, SMEs
Start-ups
Universities, R&D organizations
Consultants
Individual Experts
E-Brokers send the request to a proprietary (closed) list of experts
Page 15 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
End of March 2014 our Innovation Portal will go live:focus on content – not on tools and traffic generation
Siemens Innovation Portal
A Siemens branded Innovation Portal at the NineSigma’s NineSights Managed Galleries
List of our needs with a one-page description for each of them
Be visible for potential submitters as a real person
…
• A common market place for new technologies
• a one-stop-shop for solvers and seekersincluding:
Page 16 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Scouting
E-Brokering and Innovation Portal
Idea Contests
Agenda
companycustomers
universities & research
startups & establishedtechnology providers
experts
searchfield
Databases& SearchEngines
competitors
Page 17 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Lesson Learned from Technology Scouting:the right balance of involvement is key for success
e + m
Probability of success
0% 10% 100%
0%
high
e + m + sThe aspired effort of the Manager m and the Experts e in relation to the planned total effort of a scouting project (including the effort of the Scout s)
20% 30% 40% 50% 60% 70% 80% 90%
Impact of the planned involvement of management and internal experts on the scouting success (=new collaboration with the identified partner) under typical practical boundary conditions
If you plan to involve the operative experts for more than 30%, the risk is high that they will not do it.
In our setting a 10% involvement has the highest success rate.
Source: A. Oertl, M. Heiss, IEEE ITMC 2014
If the project is completely done in the operative unit, the risk is high that the date to completion is delayed or the scouting is not done systematically (quality?).
Page 18 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Proprietary Databases
Primary source
Expected outcome
Key methodology
> 50 Mio docs (Scopus, RDDS, IPAS-BUS)
Access to publications from reputable universities, companies
Patent database
Key-Experts,Description of USP
More than 100 different databases are the sourceResults are collected in the Scouting Platform
~ 35.000 experts (Enterprise social media platform)
Internal networks in related field often already exist with relevant information
Siemens Experts that were not known can be identified and informal discussion held Identification of use-cases& Business Units contacts
TechnoWeb MergeFlow
Continuous screening of changes in publicly available sources
High-end monitoring technologies based on semantic technologies
Emerging activities
>3GB docs p.d. (websites, blogs, forums, rss feed.)
> 100 databases, >100.000 offerings (SBIR, EEN, etc.)
Search term-based screening of external technology marketplaces (huge number of very recent offerings!)
Business-driven information gathering (direct contact to target)Technology offerings
Public Databases
Scouting Platform
Page 19 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
An aggregated (multiple databases), dynamically weighted, multiple keyword search increases speed
Siemens PDC-Method: self-developed Excel-PlugIn, data aggregation by mergeflow
Multiple search keywords and number of hits
List of Technology Offerings
Aggregation of different databases
Keyword occurrence
Ranking according to keyword weights
Dynamic weights
Page 20 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Keyword search alone is not sufficient, you need also methods to identify the „unknown unknowns“
News analysis (in general RSS-feeds) via mergeflow
Example: connection graph of companies that are mentioned in the same news
Other views: tag clouds, similar news,geographical, people, technologies,and others
The mergeflow tool collects all specified RSS-feeds (e.g. news) or search-feeds from the whole internet and offers different views on it
Page 21 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
The Scouting Platform collects all cooperation proposals and the corresponding evaluation (Intranet)
Siemens Scouting Platform: an extended, customized version of IdeaNet from Hyve AG
Action item tracing,Status tracing
Visualization of target organization
Peer commentsand enrichment
Corporate-wide transparencydocumentation of all communication with the target organizations
Filter options
Detailed evaluationavailable
Page 22 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion
Scouting
E-Brokering and Innovation Portal
Idea Contests
Agenda
Page 23 March 2014 Corporate Technology Unrestricted © Siemens AG 2014. All rights reserved
Conclusion of Challenges
• In a B2B setting you need to attract professionals to participate.
• Professionals usually prefer a closed setting like Call-for-Proposals or closed communities.
The value of social media based crowd sourcing is higher for intranet or extranetsettings than for open internet settings.
• The balanced involvement of operative experts and management is key for successful scouting projects.
Do not try to plan an unrealistic involvement of them but only the minimalrequired involvement for being successful and add value for them in every meeting.
• The effort to establish an own Innovation Portal is also for large enterprises undesirably high. Lots of effort is spent for IT related issues like IT-security and usability and for attracting possible submitters.
Focus on the content and use a branded Innovation Portal at an established technologymarket place.
Crowdsourcing / Idea Contests
Innovation Portals
Technology Scouting
Page 24 March 2014 Corporate Technology
Dr. Michael HeissPrincipal Open Innovation and Scouting
Siemens AGCorporate TechnologyTechnology and Innovation Management
Email: michael.heiss @ siemens.comPhone & Mobile: +43-664-88 55 15 26
siemens.com/answers
Contact
Source: www.flickr.com/photos/michaelheiss (including photos from slides 2-5)