a personal wisdomsourcing project: tools for collaborative problem solving, strategy, and innovation
Post on 21-Oct-2014
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DESCRIPTION
Wisdomsourcing is the next stage in the evolution of crowdsourcing which in turn evolved from brainstorming. This document presents the collaborative tools of brainstorming, crowdsourcing, and wisdomsourcing. The similarities and diffferences between the tools are highlighted. The document also presents the Customer Experience Matrix which is a key tool of the Wisdomsourcing methodology. Information from a Customer Experience Matrix can be presented using a Strategy Profile (Canvas) as well as Trade-off Map. A personal example on use of the Customer Experience Map is presented together with an example on Southwest Airlines.TRANSCRIPT
A PERSONAL WISDOMSOURCING PROJECT Tools for Collaborative Problem Solving, Strategy, and
Innovation
Dr. Rod King
Inexpensively Leapfrogging the Competition
OBJECTIVES OF PERSONAL WISDOMSOURCING PROJECT
• To Briefly Illustrate the Roadmap of Activities for Wisdomsourcing Strategy Projects
• To Demonstrate How to Develop a Customer Experience Matrix & Trade-off Map forTools on Collaborative Problem Solving, Strategy, and Innovation
• To Ultimately Develop an Innovative Product Strategy (Trade-off Profile), Value Chain Dashboard, and Innovative Business Model for Wisdomsourcing
COLLECTION/SHORTLISTING OF TOOLS FOR COLLABORATIVE PROBLEM SOLVING, STRATEGY, AND INNOVATION
WISDOMSOURCING CROWDSOURCING
BRAINSTORMING
1-PAGE WISDOMSOURCING, CROWDSOURCING, AND BRAINSTORMING Tools for Collaborative Problem Solving, Strategy, and Innovation
• Rod King (2009)• Systematic Collaboration• Customer Experience Problems• Trade-off Problems & Strategies• Roadmap for Wisdomsourcing• Customer Experience Matrix• 2D-Evaluation: Trade-off Map• Strategy Profile; Plan; Dashboard• Business Development Platform• Think Tank; Movement; Experience
• Alex Osborne (1953)• Rules for Brainstorming – No criticism during idea generation• ‘Blue Sky’ Thinking and Ideas
• Jeff Howe (2006)• Crowdsourced Goods and Information Products• Off-site Tools for Strategic Problem Solving
• ‘Ad hoc’ Group• Unlimited Number of Volunteers• Peer Production; Documentation• Open Innovation and Value Chain• Prosumers: Consumers who participate like employees/producer in a business• Competitions; Contests; Prizes• Recognition; Reputation
• Organic Process• Online Collaboration• Collaborative Idea Generation• 1D-Evaluation; Voting
• Myriad Generated Ideas
• Offline• 1 Physical Location• Formal Group
WISDOMSOURCING CROWDSOURCING
BRAINSTORMINGCopyright 2009Dr. Rod King
EQUIPMENT/RESOURCES
• Flip chart; Whiteboard; Post-it• Pens; Markers; Stickers• Computer/software on the Internet• Rules for Brainstorming Sessions
Overview ofBRAINSTORMING
(Organic Collaboration Tool)
LOCATION OF ACTIVITY
• Traditionally, one physical location where brainstorming is conducted• Online (collaboration): contribu-tions from different places and times
DECISION-MAKING MECHANISM
• One-dimensional voting: one member, one vote (sticker)• Impact-Effort matrix
OBJECTIVE OF TOOL
To collaboratively and freely (without criticism) generate myriad ideas and select the best for a given challenge, problem, or question
ORGANIZATION OF TEAM
• Facilitator or group leader; Scribe• Offline: Diverse members who belong to the same business, organization, or group
OUTPUTS
• Best (novel/creative) generated idea, suggestion, strategy, or tactic
INVENTOR/DEVELOPER OF CONCEPT
Alex Osborne (1953)
SCOPE
• Creative tasks or projects• Max. number of participants: 20• Not directly focused on trade-off or improving customer experiences
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
EQUIPMENT/RESOURCES
• Computer/software on the Internet• Off-site tools for strategic problem solving, design, or detailed work
Overview ofCROWDSOURCING
(Organic Collaboration Tool)
LOCATION OF ACTIVITY
• Online (collaboration): contribu-tions from different physical locations and at different times
DECISION-MAKING MECHANISM
• One-dimensional voting: up/down; positive/negative
OBJECTIVE OF TOOL To have an informal group of people outside a business or an organization carry out a project activity online that would normally be done by employees or hired personnel
ORGANIZATION OF TEAM
• Organizer/Coordinator• Online location: Diverse members• Crowdsourcers as co-creators or prosumers
OUTPUTSBest, top, or most popular• Idea, Suggestion, Strategy, or Tactic• Graphics (Logo); Design/Product• Algorithm; Prediction; Translation• News; Photo; Video; Review; Job
INVENTOR/DEVELOPER OF CONCEPT
Jeff Howe (2006)
SCOPE
• Online: volunteer; prize; payment • Unlimited number of participants• Not directly focused on trade-off or improving customer experiences
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
EQUIPMENT/RESOURCES
• Computer/software on the Internet• Roadmap of Activities for Wisdomsourcing Strategy Projects
Overview ofWISDOMSOURCING
(Systematic Collaboration Tool)
LOCATION OF ACTIVITY
• Online (collaboration): contribu-tions from different physical locations and at different times
DECISION-MAKING MECHANISM
• One-dimensional evaluation: Customer Experience Quotient• Two-dimensional evaluation: Trade-off Map
OBJECTIVE OF TOOL To collaboratively as well as systematically identify and resolve customer experience problems especially trade-offs in businesses
ORGANIZATION OF TEAM
• Organizer/Coordinator• Online location: Diverse members on the Internet• Crowdsourcers as prosumers
OUTPUTS
Best• Idea, Suggestion, Strategy, or Tactic• Prototype; (Business) Model; Design; Plan
INVENTOR/DEVELOPER OF CONCEPT
Rod King (2009)
SCOPE• Business Development Platform• Online: volunteer; payment; prize• Unlimited number of participants• Directly focuses on trade-off and improving customer experiences
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
QUALITATIVE CUSTOMER EXPERIENCE OFTOOLS FOR COLLABORATIVE PROBLEM SOLVING, STRATEGY, AND INNOVATION
PERSONALIZATION/CUSTOMIZATN.Brainstorming is flexible enough to be personalized. Other techniques such as brainwriting, affinity diagramming, and mind mapping can enhance brainstorming.
CUSTOMER DELIGHT & PAIN OF
BRAINSTORMING
COST (PRICE)
Unless when a facilitator is hired, a brainstorming session can be conducted without incurring additional cost.
COMPLEXITY
The process of brainstorming is relatively simple to learn and use. There are few rules or steps to follow.
QUALITY/PERFORMANCEA large amount of ideas are generated in a brainstorming session. However, few ideas are of high quality. There is usually no period for the priming or incubation of ideas.
INACCESSIBILITY/UNAVAILABILITY
The brainstorming technique is widely known. Sessions in brainstorming can be quickly organized.
TIME/SPEED/DELAY
A brainstorming session typically lasts about 1hr.
FUNCTONALITY/CONTENT/THEME
Brainstorming is an organic (unstructured) technique for genera-ting ideas. It is simple to learn and implement due to its simple rules.
SOCIAL AURA/CACHET/PRESTIGE
Brainstorming is associated with novel but impractical or ‘blue sky’ ideas. Brainstorming is fun and could foster camaradie among participants.
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
PERSONALIZATION/CUSTOMIZATN.
The process of crowdsourcing is highly customizable. Crowdsourcing can be applied to many projects and tasks in business.
CUSTOMER DELIGHT & PAIN OF
CROWDSOURCING
COST (PRICE)
Crowdsourcing is highly cost- effective. Costs in a crowdsourcing project are associated with software and/or prizes. Often, crowdsourcers work for free, reputation, or glory..
COMPLEXITY
Traditionally, crowdsourcing is carried out organically where crowd-sourcers merely contribute and/or rate ideas. Crowdsourcing is more complex when developing products.
QUALITY/PERFORMANCE
The quality of generated ideas, materials, or product depends on the number, quality, and diversity of members in a crowdsourcing team.
INACCESSIBILITY/UNAVAILABILITY
A crowdsourcing software/platform is not widely available or accessible. Most crowdsourcing activities focus on a niche. Also, crowdsourcing has to be carried out on the Internet.
TIME/SPEED/DELAY
Crowdsourcing has a flexible time span or duration. The time for a crowdsourcing task can be fixed in a competition or contest.
FUNCTONALITY/CONTENT/THEME
Crowdsourcing describes a process where an ‘ad hoc’ group of people on the Internet undertakes a project task that would normally be done in a business or an organization.
SOCIAL AURA/CACHET/PRESTIGE
Some projects such as the Linux operating system and Wikipedia have contributed to enhancing the image of crowdsourcing. Crowdsourcing is also considered to be cost effective.
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
PERSONALIZATION/CUSTOMIZATN.
The Roadmap of Activities for Wisdomsourcing Strategy Projects is highly modularized and customizable.
CUSTOMER DELIGHT & PAIN OF
WISDOMSOURCING
COST (PRICE)
Wisdomsourcing requires special tools and training. An integrated software application does not yet exist for doing Wisdomsourcing projects.
COMPLEXITY
Modules of Wisdomsourcing such as Organic Wisdomsourcing are simple. However, other modules are more complex.
QUALITY/PERFORMANCE
Wisdomsourcing mainly aims to generate disruptive innovation/Blue Ocean strategies that reduce or elim-inate customer experience problems or trade-offs.
INACCESSIBILITY/UNAVAILABILITY
Wisdomsourcing is not yet widely available to the public. At the moment, only members of the Wisdomsourcing group on LinkedIn can participate in projects.
TIME/SPEED/DELAY
Wisdomsourcing Strategy projects could be split into phases of information collection, analysis, design, report writing, and implementation.
FUNCTONALITY/CONTENT/THEME
Wisdomsourcing covers both organic and systematic approaches to strate-gic problem solving and innovation. There’s a Roadmap of Activities for Wisdomsourcing Strategy Projects.
SOCIAL AURA/CACHET/PRESTIGE
The Wisdomsourcing group, a Global Think Tank for collaboratively identifying and resolving problems, is attracting a high cadre of members.
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
QUANTITATIVE CUSTOMER EXPERIENCE OFTOOLS FOR COLLABORATIVE PROBLEM SOLVING, STRATEGY, AND INNOVATION
Systematic Customer Experience Matrixfor Tools on: Collaborative Problem Solving, Strategy, and Innovation
ITEM CUSTOMER EXPERIENCE (QUOTIENT): November 2009
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
TRADE-OFF PROFILE(Decision-criteria)TOOL
Function/Content/Elements/Theme
Quality/ Performance/ Accuracy
Social Aura/Cachet/Prestige
Personalization/Customization/Interactivity/Entertainment
Cost (Price)
Inaccessibility/Unavailability/ Inflexibility/Friction
Complexity/ Difficulty/Support/Range/Risk
Processing Time/Delay/Age
LEVEL OF IMPORTANCE
HIGH HIGH MODE-RATE
LOW MODE-RATE
EXTRAORDI-NARY
HIGH MODERATE TO HIGH
Brainstorming 5 4 4 7 2 3 3 2
Crowdsourcing 6 6 6.5 4 1 5 5 3.5
Wisdomsourcing 8 8 8 8 1 6 7 5
E: ELIMINATE
R: REDUCE
I: INCREASE
C: CREATE
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
Key -> 1: Low level; 10: Extraordinary level Customer Experience Quotient (CEQ) = Pain/Delight
Market Segment/Location: ………..……………………………………...
TRADE-OFF MAP FOR TOOLS ON COLLABORATIVE PROBLEM SOLVING, STRATEGY, AND INNOVATION
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
PAIN: Inconvenience
DELIGHT:Fidelity
Convenience Inconvenience
High-end
Low-end
Disruption Spot
SuperHit
Green Ocean
Oasis-CROWDSOURCINGBRAINSTORMING
Sweet Spot-WISDOMSOURCING
No Man’s Land
Volcano
Luxury Spot
Red Ocean
Fidelity Belly
MARKET (CUSTOMER JOB): Problem Solving/Strategy/InnovationPeriod/Year: 2009
Trade-off Mapfor Tools on: Wisdomsourcing, Crowdsourcing, and Brainstorming
Zero Trade-off-Experience(cf. “Wrecking-ball moment”)
‘Hit’ Zone
TEMPLATES FOR
WISDOMSOURCING STRATEGY PROJECTS
EQUIPMENT/RESOURCES
Overview of………………………………………….
LOCATION OF ACTIVITY
DECISION-MAKING MECHANISM
OBJECTIVE OF TOOL
ORGANIZATION OF TEAM OUTPUTS
INVENTOR/DEVELOPER OF CONCEPT SCOPE
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
PERSONALIZATION/CUSTOMIZATN.
CUSTOMER DELIGHT & PAIN OF
………………………………………….
COST (PRICE)
COMPLEXITY
QUALITY/PERFORMANCE
INACCESSIBILITY/UNAVAILABILITY
.
TIME/SPEED/DELAY
FUNCTONALITY/CONTENT/THEME SOCIAL AURA/CACHET/PRESTIGE
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
Systematic Customer Experience Matrixfor Tools on: ……………………………………………….
ITEM CUSTOMER EXPERIENCE (QUOTIENT): ……………………………. 20XX
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
TRADE-OFF PROFILE(Decision-criteria)TOOL
Function/Content/Elements/Theme
Quality/ Performance/ Accuracy
Social Aura/Cachet/Prestige
Personalization/Customization/Interactivity/Entertainment
Cost (Price)
Inaccessibility/Unavailability/ Inflexibility/Friction
Complexity/ Difficulty/Support/Range/Risk
Processing Time/Delay/Age
LEVEL OF IMPORTANCE
E: ELIMINATE
R: REDUCE
I: INCREASE
C: CREATE
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
Key -> 1: Low level; 10: Extraordinary level Customer Experience Quotient (CEQ) = Pain/Delight
Market Segment/Location: ………..……………………………………...
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
PAIN: Inconvenience
DELIGHT:Fidelity
Convenience Inconvenience
High-end
Low-end
Disruption Spot
SuperHit
Green Ocean
Oasis
Sweet Spot
No Man’s Land
Volcano
Luxury Spot
Red Ocean
Fidelity Belly
MARKET (CUSTOMER JOB): ……………………………………………………….Period/Year: …………………………………
Trade-off Map of Experiences and Strategies for Tools on: …………………………………………………………………………………
Zero Trade-off-Experience(cf. “Wrecking-ball moment”)
‘Hit’ Zone
TRANSPORTATION EXAMPLE ON
CUSTOMER EXPERIENCE MATRIX
Systematic Customer Experience Matrixfor Tools on: Intercity Travel (Transportation)
ITEM CUSTOMER EXPERIENCE (QUOTIENT): ……………………………. 20XX
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
TRADE-OFF PROFILE(Decision-criteria)TOOL
Function/Content/Elements/Theme
Quality/ Performance/ Accuracy
Social Aura/Cachet/Prestige
Personalization/Customization/Interactivity/Entertainment
Cost (Price)
Inaccessibility/Unavailability/ Inflexibility/Friction
Complexity/ Difficulty/Support/Range/Risk
Processing Time/Delay/Age
LEVEL OF IMPORTANCE
Car Transport 4 3 3 1 6 5 2 2.5
Average Airline 7 6 7 7 8 6 4 4
Southwest Airlines 4 8 4 4 3 3 3 3
E: ELIMINATE Hub connectivity Main city airports
R: REDUCE Meals Lounges
Seat choices Time on ground
I: INCREASE Point-to-point departure
Friendly service
Secondary city airports
Speed Turnaround
C: CREATE Standard fleet of airplanes
Standard seats Fuel hedging
Copyright 2009. Dr. Rod King. [email protected] & http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing
Key -> 1: Low level; 10: Extraordinary level Customer Experience Quotient (CEQ) = Pain/Delight
Market Segment/Location: (Frequent) Intercity Travelers
1. Christensen, C.M. (1997) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
2. Kim, W.C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
3. King, R. (2009) Fractal Box Thinking: A Simple Visual Tool for Total Problem Solving and Innovation. Fresno, California: TOAD Publishing.
4. Maney, K. (2009) Trade-Off. New York: Broadway Books.
5. Verganti, R. (2009) Design-Driven Innovation. Boston: Harvard Business School (HBS) Press.
Dr. Rod King
Thought Leader, Speaker, Consultant, and Trainer on Trade-Off Mapping & Customer Experience Innovation
[email protected] & http://tradeoffmap.ning.comhttp://twitter.com/RodKuhnKing
REFERENCES