collaborate to innovate@csc

A CULTURE OF COLLABORATION @CSC

SOCIAL NETWORKS, IDEATION AND JAMS

Howard Smith https://twitter.com/smithh

https://www.linkedin.com/profile/view?id=9859

https://twitter.com/smithh


Copyright CSC, All Rights Reserved 2 March 27, 2014

Source: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” Survey of 4,394 executives. December 2010, http://bit.ly/L3zChw

IS THERE BUSINESS VALUE IN COLLABORATION?

http://bit.ly/L3zChw


INNOVATION AND COLLABORATION CAN BE WEASEL WORDS What do they really mean?

• Weasel

– A word or phrase aimed at creating an impression that something specific and meaningful has been said, when in fact only a vague or ambiguous claim has been communicated

“We empower our most valued

resources to engage our innovation

teams to shift the paradigm”


Market needs

Existing capabilities

Overcome blockers

Gather ideas

Assess viability

Convert solutions into offerings

Prioritize investment

Identify synergies

Create new solutions

Improve solution

Improve appeal

Remove blockers

Increase differentiation

Develop new features

Improve ROI

Resolve problems

Assess current viability

Leverage partners

Competitive assessment

Track relevant market change

Map core competencies

Requirements & portfolio

Opportunity assessment

Solution options

Portfolio gap analysis

Identify internal & external experts

Accelerate take-up

Identify the best lead customers

Accelerate knowledge of the solution

Excite the market

Accelerate sales

Target new markets

Partner for success

Define what’s next

Agree how to get

there

New Value

Drive adoption

Improve Incrementally Explore market

Leap to Next Generation

COLLABORATE TO INNOVATE@CSC


ASSUMPTION AND CHALLENGE FOR ENTERPRISES

Idea / challenge mgt

top down (ideation events)

Social collaboration

bottom up (jamming)

Conceptual centre:

Ideas and processes

How to bring it all

together? Conceptual centre:

Connections and

community

Business Projects +

Communities of Practice

Com

munity g

row

s t

hro

ugh idea m

anagem

ent

Ideas g

row

thro

ugh c

om

munity m

anagem

ent


CROWD SOURCING IS EVERYWHERE .... but can it be made to work in the enterprise?

118, 581 designers

103 ideas per project

DesignCrowd KickStarter Kaggle

4 million people

Pledged $603 million

Funding 40,000 projects

Big data to Big analytics

92,566 data scientists

Working on your problem


THE LONGITUDE CHALLENGE An analogy for structured collaboration at scale • The Longitude Prize was a

reward offered by the British government for a simple and practical method for the precise determination of a ship's longitude

• The prize, established through an Act of Parliament (the Longitude Act) in 1714, was administered by the Board of Longitude

• The Board of Longitude set out a detailed description of the problem, and a precise set of conditions under which a solution would be selected

John Harrison,

inventor of the

marine

chronometer


CSC SUCCESS WITH IDEATION EVENTS / JAMS

Roughly 60 virtual events conducted over seven years

Some Notable Wins (Small and Large) since 2006

Event Date Financial Results Process Sponsor

R&D Tax Rebates 2006 $48M savings in first event EMEA Tax Manager

DSO Reduction July 2008 $528M improvement in

cash flow

CFO of Major Business Unit

Client Account 2006 $1.6M collected in unbilled

client work, one off

Client Account General Manager

CSC Greenway June 2008 $780K savings and

initiated Greenway

program

CSC Sustainability

Program Office

CSC India New

Business

June 2010 $2.2M new revenue New Services Director

Corp Growth Event October 2010 Contributed to $19.3B

sales performance

President, Sales & Marketing


CASE STUDY CSC SOLVED A COMPLEX CASH FLOW PROBLEM VIA STRUCTURED COLLABORATION

Challenge:

Day Sales Outstanding

(DSO) reduction

Duration 8 weeks

Review team: 27 experts

The Ideation Event resulted in reduction of DSO by 4-8 days

$64M-128M / annum

Audience: 2300 cross-functional

Active participants: 317

Ideas: 182

Reviews: 334

Votes: 1789


WHAT MADE THE CASH FLOW COLLABORATION WORK?

High

Priority

Problem

Defined

Owner

More than a Suggestion Box

(Structured Process)

Ideation

Process Design

Evaluation

Using

Scorecards Expert Recommendations

Process

Decisions Implemented

Decisions Explained

Focused Organization On The Issue

The Right Starting

Point


MORE EXAMPLES OF LARGE SCALE COLLABORATION @CSC

CSC Greenway Sponsored by panel of SVPs/VPs

90,000 Employees invited

200 Review Team volunteers

Result: New CR Program

www.csc.com/greenway

Cash Flow Optimization Sponsored by CFO of large CSC unit

2000 participants

20 person evaluation team

Complex Process Design

Result: Savings $64 to $128/annum

CEO Challenge Sponsored by CEO

Part of CSC 50th celebrations

All employees invited

2000 ideas developed

Stimulated Senior Leader conference

Result: 3 new Strategic Initiatives

SEEDS Sponsored by Technology Office

Topic based ‘events’ throughout year

Growing database of “SEEDS”

Result: Awareness, education

Spinoff: popular Serendipity

Newsletter to all employees

R&D Tax Rebates Sponsored by UK CFO

500 Architects invited

Return: $50K to bottom line

Repeated in other CSC Geos

“Elephants in the Room” Sponsored by VP Culture

Pre-CSC Annual Conference jam

1500 Attendees invited

Result: Expanded CSC Culture Change

Program

Sales Transformation Sponsored by SVP Sales & Marketing

Sales community engagement/change

5000 Global Sales community invited

Result: Re-Driected Sales

Transformation Program

Global Customer Echo Sponsored by Innovation Office /

ideation program

Employees invited to speak on behalf of

their client

90,000 Employees

Result: Input to BU Change Programs

Risk Register Update Sponsored by Chief Audit Officer

Secure ideation “Director” level+

350 Senior Leaders invited

Result: Updated CSC Risk Disclaimers

http://www.csc.com/greenway


CSC IDENTITY JAM 2014


IDENTITY JAM 2014

CEO

endorsement,

advance

announcements,

kick off

Post event / jam

reflections,

decisions, follow

up, actions

Senior leader

sponsorship -

jam tracks

Viral adoption,

spreading the

word, “Homo

Imitans”


IDEATION EVENT / JAM CONCEPT Creating value through employee and customer engagement

Identify the

problem &

owner

Detail the

challenge &

audience

Launch Capture

ideas

Build out

ideas

Evaluate

and review

Conclusions

and decisions

? ?


Ideation is not all

about “Innovation”

Marketing - market

opportunities, potential new

offerings, reduce cost of slogans,

brand names, etc

New Product Development -

new product concepts, identifying

potential market opportunities, supporting the front-end of the

product development

process

Research & Development -

technology solutions, applications for existing or new

technology, improve efficiency of R&D process, project

evaluation

Finance

cost reduction and process

improvement, structured tool and

process for the company, solve

specific, time critical problems, create

sustainable competitive

advantage through ongoing commitment to innovative work on small improvements that competitors find

hard to replicate

Sales

identify new selling

opportunities, explore new

markets, improve selling

process and interaction with the rest of the firm and with customers

Channel

how to leverage partners, agents,

etc


Analysis of Over

1000 Ideation Events

Customer Service –

identify opportunities to

improve customer

service, tap into customer insight and feed into the R&D, marketing

and sales process, create differentiators

through service

Manufacturing –

cost reduction, process

improvement, sharing best

practices

Supply Chain & Procurement - how to tap into

the supply chain for

improvements, cost reductions,

and ways of adding more value through supplier-driven

innovation

HR –

supporting general

employee engagement

goals, resolving

issues from employee surveys

Legal –

ensure follow good

process, protect

intellectual property,

streamline IP process

Executive - involve

employees in strategy to promote

alignment and buy-in,

address specific

executive challenges,

support search for large

breakthrough type innovation

initiatives for growth


A TYPICAL COLLABORATION EVENT LAUNCH SEQUENCE

Event / Jam

Design

Ideas

Generation

Idea

Development Conclusions Reviews

Purpose

Examples

Selection criteria

Populations

Recognition

Sponsorship

Communication

Communication

Encouragement

Re-enforcement

Sponsors &

stakeholders

set objectives

Employees,

experts or

externals are

invited to

participate

Review team

& experts

guide best

ideas to

develop

Review team

leaders conclude

the event in

terms of

outcomes

Categorise

Publicise

decisions

Next steps

Allocate

responsibility

Comments

Peer reviews

Expert

reviews

Final reviews

Public

comments

Event

launch

Review team

evaluates,

scores &

formally

reviews ideas

Configure Portal Portal supports process throughout Best ideas transition to Projects


THREE PATTERNS FOR THE IDEATION PROCESS

? ? ? ? ? ?

Problem + Ideas = Solution

Situation + Insights = Improved knowledge

Portfolio + Ideas (in/out) = Updated portfolio

New ideas, improvements, changes, counter arguments …

Ideas can be … product ideas, service innovations, strategy insights, risks, barriers …

#1 Insight #2 Solve #3 Portfolio

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THREE MORE IDEATION PATTERNS

? ? ? ? ? ?

#4 Qualification #5 Competition #6 Improvement

Candidates +

Questions = Decision

Candidates +

Criteria =

Winners

Process + Exceptions =

Insight for Improved

Process


? “Time

bounded

challenges”

1. A small team has a

problem, so they...

2. Pose a challenge,

which... ! 3. Elicits some

specific ideas,

which...

4. Helps the

organization

archive goals

“Ask the

experts”

(invert your

thinking) ?

1. A small team has

expertise, so they...

2. Advertise their

skills, which...

3. Elicits some

specific problems

to work on...

4. Which the experts

answer, thereby...

5. Helping to

solve the

problem and

grow

expertise

!

TWO COMMON USE CASES FOR IDEATION PROCESSES


THE IDEA PROCESS IN MORE DETAILS

!

Raw ideas

Idea building/

peer review

Developing

ideas

‘Formal’ review/ stage-gate

Reviewed

ideas

Idea bucketing /

Conclusions /

Decisions Evaluation

and

facilitation

team Subject

Matter

Experts

(SMEs)

Idea categorization/

Structured recommendations

Expert reviews

e.g. scorecard

Assign responsibility

Action plan

Track value

Decision /

Action workgroup

1. A leader wants to solve

a problem or get some

new ideas so they …

2. Stimulate a

targeted

community …

3. With communications,

challenges, seed ideas,

conditions for action


TRIAGE OR “FUNNEL” ANALOGIES ARE NOT ALWAYS HELPFUL

A few winners ...

• Ideation is not about picking winners and “top” ideas

• Many events or jams should be designed to be additive

Or everyone contributes

• Ideas need not compete with one another, but can add to an emergent picture

– Fleshing out details

– Providing key insights

– Challenging the status quo


PROCESS DESIGN IS NEEDED FOR COLLABORATION TO WORK AT SCALE

Convergence

The process by which the community builds on ideas

The evaluation criteria

Scorecards and recommendation process

The appropriate pattern of development of ideas

The decisions you will take to move ideas to the next stage

Who you invite

How you invite them

The challenge you set them

The types of ideas you do and do not want

The type of content you want developed


THE DESIGN OF CHALLENGES

• Document problems & requirements

• Agree sponsors & stakeholders

• Refine problem statements , questions and understand the true nature of the problem by clarifying

– Context

– Priorities

– Resources available to solve the problem

– Attempts that have been made in the past

– Why they failed, what is different now

– Objectives

– Metrics – measures of success

• Generate directions for innovation

• Formulate idea management campaign and identify or canvas staff for participation

Define Requirements &

Problems

Refine,

prioritise

& clarify

Innovation Directions

CSC Client

Identify

sub-problems Analysis &

Prioritisation

Decomposing the complexity of problems

Stake

Holders Drive idea management campaigns


Subject Matter Experts

IDEA MANAGEMENT

• Identify subject experts and sponsors to support the campaign / jam

• Formulate problem story and provocative questions broken down into focus areas for experts

• Identify/canvas staff for participation in ideation event

• Launch idea management campaign on the portal

• Filter ideas using partially automated idea management process

• Refine and expand on ideas through interaction with originators and consultation with experts

• Use a stage gate process to determine which ideas contribute to goals / challenge and are worth developing further

Filter

(Clarify

&

Select)

Ideas

Staff

Stage gate process

Challenge Sponsors

Analysis

&

Problem

Solving

Managing the creativity of innovation

Consultation Collaboration

Expand

(Develop

Ideas

Further)


A PROGRAM OF IDEATION CHALLENGES / JAMS @CSC

month 2 4 6 8 … etc

Senior Management

Awareness Phase

Mid Management

Ideation Phase

What are the

Issues?

Where are the

problems?

Employee Engagement

Customer Echo

Implementation

strategies

Lead Customer and

Strategic Programs

Driving a change of culture/transformation

What are the

solutions?

Cross Functional

Collaborations


Develops our portfolio of seed solution concepts

Increases our ability to market our innovation internally and externally

Increases our clients’ experience of innovation

Ensures connection to voice of the customer and market needs

Increases our ability to manufacture new solution prototypes

APPLIED INNOVATION@CSC …. First of a Kind projects

Obtaining qualified client opportunities

Envisaging and describing new solution concepts

Standing up meaningful projects

Harnessing IP and engineering reusable solution components

Converting projects into valuable references


DISTINGUISHING INNOVATION FROM BUSINESS AS USUAL

WHAT IT ISN’T! WHAT IT IS!

It’s not in our current portfolio But someone wants it to be

Technology for technology’s sake Applied first of a kind solutions

Projects looking for problems Clients looking to solve problems

Simple extensions of the current portfolio A step change or disruptive influence on

our portfolio “next generational”

More of the same A new technology, method or approach, new

intellectual property

Played out with the usual partners Engaging with leading edge players

Highly industrialized Experimental but provable

Low risk Medium to high risk with a safety net

Done in isolation Dependent on collaboration across teams

High-cost investment Co-invested development

A short-term tactical objective An investment in our future


Apr Jun Sept Jan Apr

STRUCTURE OF INNOVATION PROGRAMS

SEEDS

Forever Challenges

Billion Dollar Ideas

KEY

Client

Challenges/

Unmet Needs

Lead Customer

Opportunity

Super

Challenge

Every 2 years Ideation event or jam

2

2

3

3

Grand Challenges Hunts

1

1

Event /

Jam Customer

Echo ...


LARGE SCALE STRUCTURED IDEATION @CSC

Identify the

problem &

owner

Details of

challenge &

audience

Launch Capture ideas Build out ideas Evaluate

and review

Conclusions

and decisions

?

?

A structured process fosters

employee, partner and customer

knowledge and direct it to solve

problems and meet business goals

It works because collaboration is directed

towards convergent outcomes - the

workflow embodies peer collaboration, idea

development, structured evaluation and

stage gate process

Best practices drive event

planning, process design

and communications,

ensuring focus on outcomes

Event

Desig

n

Ideas

Generation

Idea

Development Conclusions Revie

ws

Purpose

Examples

Selection

criteria

Populations

Recognition

Sponsorship

Communicati

on

Communica

tion

Encourage

ment

Re-

enforcemen

t

Sponsors &

stakeholders

set

objectives

Employees,

experts or

externals are

invited to

participate

Review team

& experts

guide best

ideas to

develop

Review team

leaders

conclude the

event in

terms of

outcomes

Categorise

Publicise

decisions

Next steps

Allocate

responsibility

Comments

Peer

reviews

Expert

reviews

Final

reviews

Public

comments

Ev

ent

lau

nc

h

Review team

evaluates,

scores &

formally

reviews

ideas

Configure Idea Central Idea Central portal supports process throughout Best ideas transition

to projects

Every event and jam is planned:

linked to strategy, process design,

launch and communications plan

facilitation, expert involvement,

decision logic and assignment of

responsibilities

month 1 2 3 4 … etc

Senior Management

Awareness Phase Mid Management

Ideation Phase

Cross Functional

Ideation

Small number

of selected

2 day jams

2 week events

on streamed targets

What are the

Issues?

What are the

problems?

What

are the

solutions

?

Employee mobilization

Ideation

Implementation

strategies

Lead customer and

strategic partner ideation

Driving a change of culture

Events and jams can be chained

throughout the year – output of one

feeding input of another, allowing larger

problems or transformation challenges

to be addressed in phases

!

Raw ideas

Peer comment/review

Developed ideas

Formal review/stage-gate

Reviewed ideas

Conclusions and

Decision codes

Review team

As the expert

e.g. Implement now

Next year

Review codes,

Idea evaluation

Review

codes

e.g.

scorecard

Assign responsibility

Initial action plan

Deadlines

Conclude each idea

Large scale collaboration

takes place on an

enterprise social platform

and ideation portal - top

down and bottom up


CONTACT DETAILS

• Howard Smith led the development of CSC’s Collective Intelligence (crowdsourcing) program from its outset in 2006 to 2011

– Over this period the program delivered $500M in audited value to the company

• Smith is the author of the widely referenced white paper What Innovation Is – How Companies Create Operating Systems for Innovation

• A pack of additional information and case study is available upon request



[email protected]



A TOUR OF CSC ENTERPRISE COLLABORATION PLATFORMS

DEMONSTRATION / SCREENSHOTS


CSC COLLABORATION IMPACTS LEADERSHIP, EMPLOYEES, CAREERS, PROJECTS, CLIENTS, PARTNERS, OFFERINGS

Internal

Collaboration

Secure Client/Vendor

Collaboration

Open Market

Collaboration

Product / Solution Support & Repurposing

Ongoing Product Support Capture and Share

Knowledge

Accelerate Business Goals Across Teams

Drive Profitability Drive Richer Customer

Engagement

Build Relationships and Networks

Transitions/Transforms Relationships

Network and Personalize Experiences

Find Experts and a New Level of Innovation

Create Trusted Partners

Locate Industry Experts

Build Skills in Communities of Practice

Differentiate as Innovator

Access Customer Sentiment


2008

2009

2010

2011

2012

• Social Strategist

identified

• Business case

approved

• Social Software pilot

• 20 weeks 25K registered

• Social Software in

full production

• Exec begins blog

• Director of Collaboration

hired

• 50% registered

• 25% active

• Public communities

• CIO blogs

• Advocates community

• Intranet 1.0

• V2 of Social

Policies

• Community

Manager hired

part time

• 100% registered

• 75% active

• Community

Manager hired

• Updates for

Corporate

Communications

• C3 becomes a hub

C3

C3

C3

C3

CSC Engage CSC’s Social Business Journey 2012


Lessons learned along the way

• Establish a community manager from the beginning to guide, maintain, and curate the platform

• Approach collaboration with a problem(s) you need to solve

• Ensure you have an ongoing internal and external Strategy Director who understands the collaboration industry trends

• Engage leaders to broaden their influence, access cultural business intelligence and steer multiple projects

• Cultivate an advocates groups to help support the users across the platform

• Form key communities around a business topic as interactive networks collaborating, sharing knowledge and growing their capabilities with identified sponsoring leaders


CSC is Successful in Social Business in the Industry Early Adopter Generates Thought Leadership and Business Outcomes

Award Winning Industry

Recognized News Worthy

San Francisco, Las Vegas

Virtual Conference

Philadelphia, Denmark

Washington DC

Frankfurt, Paris

Webinar

Montreal

San Francisco, Boston "As a technology services company, being seen as thought leaders and innovators … one which C3 has shown strong

potential to fulfill… hitting a sweet spot.”

“Even the chairman’s office has embraced it... communities interact more easily, allowing people to

reach out across the company and find resources.”

“I especially liked this vignette of community management at CSC, a large, well-known business services company. . . “

“CSC Recognized for Social Business Achievements”

“Social business, organized around collaboration, innovation, two continuous themes that runs through their literature and

their work….They have a clearly delineated process and framework for social business.” CSC CRM Watchlist 2012

Winner

Finalist 2010

Internal Evangelist of the Year Award

November 2009

Community Adoption October 2009

Champion Award September 2010

Community / Networked Maturity Stage 3

June 2012

Online Course


In 2012, Corporate Executive Board called CSC Office of Innovation “Best In Class” for Innovation/Collaboration

• “Adoption of the C3 platform provides a great forum for people across the organization to collaborate”

• “Having a collaboration system underlie the innovation function at CSC is a very progressive practice”

• “Direct connection to daily workflow causes the system to not be just a collaboration tool but also to serve as an information warehouse”

• “The interface of the C3 system is also effective, intuitive and easy to use…helps overcome adoption hurdles by seeming familiar to new participants in the system”

http://www.executiveboard.com/


CSC is Successful in Social Business Internally C3 Wins Hearts & Minds - Goes Global and Viral

“Proud to be CSC”

“I went from being a skeptic to a convert. It just makes you want to get involved!”

“C3 is the de facto standard for how we collaborate. It's the language of the company.” – VP, CSC

“It is a key tool to achieve the ‘One CSC’ vision.” VP, CSC

C3 Wins Hearts and Minds

Asia Pacific

10%

EMEA 24%

North America

42%

Latin America

1% India 22%

Other 1%

C3 Goes Global

*Activity = View, Create, Read, Edit, Like, Download, Comment, Rate, Etc.

C3 Activity in 2012

C3 Delivers Business Outcomes

100% Adoption Wins Hearts and Minds

Innovation

Asset / Expertise

Location

“Way Work Gets Done”

Time Zone/

Distance Barriers

Executive

Communications &

Strategy Alignment

MM Cost Savings

Consolidation /

Shut Down

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Inactive

Active Users Q1 Q2 Q3 Q4

C3 Viral Growth

2010 2011 2012


2012 CSC Survey Results Show How Collaboration Is a Part of Our Culture and Reflects the Way We Do Work

Great Results Conclusions

Nearly 60% use C3 daily to do their job

and another 25% use it weekly

A majority of CSC works in C3 to support clients

and do their work

C3 is used consistently across all

demographics

• Get information and answers

• Locate tools and apps

• Collaborate in business groups & communities

• Search for CSC strategy, global messages

Executives and managers who

responded were very positive and

enthusiastic

Leadership who work in C3 have a very high

level of use and engagement

Key Community membership and

training enhances user experience

and increases level of engagement

Key Community members and staff who have

taken training have a high opinion of C3 as a

collaboration tool and a high level of activity

Overall user satisfaction is positive,

scoring 7.7 on a 10 point scale

63% are “likely” to recommend C3 and nearly

30% are “extremely likely” to recommend C3

C3 user contribution rate is three

times the industry standard

In relation to the 90-9-1 Rule of Engagement


CSC Is On the Path To Fully Optimizing Collaboration Through Leadership, Solutions, Processes, and Experts

Command and

control. Primary

modes of

communication

are in person,

phone & email. No

use of many-to-

many

communication

tools.

Traditional

Testing the waters.

Not supportive of

the use of social

as a viable

solution for

business. Silos

and not connected

to the business

workflow.

Piqued

Committed to a

few social

activities, but most

communication

still occurs through

traditional

channels. Seeing

quick wins.

Experimental

Engagement with

key stakeholders

via new social

channels.

Beginning

to see correlation

between social

activity and

business results.

Social

Social business

is integrated into

the DNA of doing

business with all

constituents.

Operations are

optimized for

collaboration and

innovation.

Networked

Source: The Community Roundtable www.community-roundtable.com


Leaders are steering the way