Slide 1

Open Innovation and Social Networking: climbing past base camp in a connected knowledge universe Jill A. Tarzian Sorensen Bilyan, LLC Presentation for the Washington Area Technology Transfer Society Washington, D.C. 18 February 2009

Slide 2

I. T2 base camp II. Base camp+ tools: open innovation and social networking III. Use cases: ready to hike, climb, explore IV. Takeaways for the T2 professional Overview

Slide 3

T2 base C.A.M.P. New what focused - intellectual property and contracts (licenses) Patent, Trademark, Copyright, Trade secrets Compositions of matter, Articles of manufacture, Machines, Processes, New uses for same Patent SM TM Trade Secret

Slide 4

Open Innovation stages collaborative climb who and why Closed Innovation the lab is our world Open Innovation the world is our lab Hire the best and the smartest Recognize that lots of smart people work elsewhere, so find ways to interface with them Put them in special conditions Open your networks to diverse talents Innovators are free from market pressures to innovate from within Innovators are exposed to real world needs, pressures and information exchange to innovate by engagement Very pushy - move technology pipeline from ideas to products Push and Pull - non-linear process of ideation advances products and services Delivered to passive customers Delivered to engaged customers

Slide 5

Benefits of Open Innovation? Multiply sources of ideas, parallel discovery Multiply sources of ideas, parallel discovery Faster exchange of ideas through innovation action networks and shared development Faster exchange of ideas through innovation action networks and shared development Lower costs Lower costs Skilled labor is more mobile and independent Skilled labor is more mobile and independent Ability to outsource is growing with more distributed workforce Ability to outsource is growing with more distributed workforce More agile, better able to deal with uncertainty of markets and technology, more adaptive, more efficient More agile, better able to deal with uncertainty of markets and technology, more adaptive, more efficient End of knowledge monopolies (conventional IP models) as predominant economic leverage End of knowledge monopolies (conventional IP models) as predominant economic leverage

Slide 6

Profile of the Open Innovator Approachable Plug and play Easy interface Cut through complexity Innovate from borrowing ideas as much as originating own Create public space platforms for innovation, give partners good tools to innovate and focus on advancing good ideas Test boundaries

Slide 7

Promotes high social IQ, engaged by social networking Base camp+ innovation is social, dynamic and non-linear Base camp+ innovation is social, dynamic and non-linear Ideation, authorship and inventorship are born of multiple parties which continue to evolve and refine best practices Created by interaction Influenced by mass collaboration

Slide 8

Do you fit the profile? Companies with an established innovation culture empower employees to explore new ideas and ways of working, to collaborate, to use external knowledge Innovation is increasingly distributed Innomediaries are enabling an increasingly active and distributed market for ideas New breed of independent research labs create R&D pipelines Workforce mobility and venture capital are eroding older models of knowledge containment within corporate setting; involves active IP management ready to identify and integrate developments for/from other companies These factors allow smaller companies to seed, grow and be increasingly influential with user communities globally

Slide 9

KPI for corporate social IQ? * Brand Exposure: Metrics measure how many people view each creative and the context in which they are most receptive to it. Demographic Audience Insight: Detail the demographic breakdown of your brand's exposure into age, gender, location and interest categories. Engagement Levels: Determine how users connect with your brand and the extent to which they interact with it. Brand Assessment: Assess the perception of your brand with questions tailored to determine: Awareness Favorability Preference Attitude Purchase Intent (* www.sometrics.com)

Slide 10

Harness the wave energy of knowledge abundance

Slide 11

III. Use Cases

Slide 12

Open Source Communities - caBIG caBIG, cancer Biomedical Informatics Grid. is an information network enabling all constituencies in the cancer community researchers, physicians, and patients to share data and knowledge. https://cabig.nci.nih.gov/ The goals of caBIG are to: Connect scientists and practitioners through a shareable and interoperable infrastructure Develop standard rules and a common language to more easily share information Build or adapt tools for collecting, analyzing, integrating, and disseminating information associated with cancer research and care. Federated: caBIG software and resources are widely distributed, interlinked, and available to everyone in the cancer research community, but institutions maintain local control over their own resources and data. Open-development: caBIG tools and infrastructure are being developed through an open, participatory process. caBIG leverages existing resources whenever possible, rather than building new tools in every case. Open-access: caBIG resources are freely obtainable by the cancer community to ensure broad data-sharing and collaboration. Open-source: The caBIG source code is available to view, alter, and redistribute.

Slide 13

Structured communities of co- creation - IBM Solution Lab

Slide 14

IBM ISL

Slide 15

Nokias OI logic

Slide 16

Slide 17

Slide 18

Slide 19

Xerox

Slide 20

Unilevers e-scouting

Slide 21

Boeing OI Coordinate and co- evolve innovation Alignment of vision Network of niches, open and modular Distributed innovation

Slide 22

Philips

Slide 23

Slide 24

Social Networking Metrics Possible Key Performance Indicators (KPIs), more than hit count: return visits, time on site, registration rates, comments, ratings, sharing with friends, blogging or micro-blogging, downloading or embedding links, and a host of other engagement indicators * * David Weir on Decoding Social Network Metrics, Bnet Media, July 23, 2008 Soc Net Site June 08 % Change (Cf 6/07) ** MySpace 72,777 + 3.0 Blogger 44,887 + 59.0 Facebook 37,375 + 34.0 Wordpress 18,837 + 119.0 Flickr 16,003 + 66.0 ** David Weir, Id., citing www.Comscore.com

Slide 25

V. Takeaways You dont have to be great at everything if you know how to partner with excellence Build capacity for distributed innovation and engagement Engage external sources of innovation with easy, plug & play capacity wherever possible, including collection of input from customers, suppliers, distributors, employees, partners Risk of freneticism and loss of focus can be balanced with strategic knowledge, active IP mgmt, business, relationship and contracts management http://www.apqc.org/PDF/osbc/in/in_preview.pdfhttp://www.apqc.org/PDF/osbc/in/in_preview.pdf http:www.bcorporation.net http:www.sometrics.com

Slide 26

Jill A. Tarzian Sorensen Bilyan, LLC jats@bilyan.com 443-514-7122 www.bilyan.com