Technology and Organizations

What critical innovation activities must be supported by an innovation infrastructure? Short answer is that innovation infrastructure must keep the project’s top goals… top of mind, through…. TOP Management. Whether you’re working with a group of enthusiasts or a formal network of company partners, keeping the team moving in the same direction is key. (I’ll take on the longer answer in Part 2.)

Wednesday I have the privilege of speaking at a workshop sponsored by the National Science Foundation. The workshop’s goal is to develop projects related to reducing time and cost overruns in large innovation systems (space, aviation, etc.). The audience includes engineers, systems designers, and academics from across engineering, economics, and organization science. My 15 minutes of fame will be focused on the role of innovation infrastructure — built with technology support and organizational practice — to help make large efforts feel small. This post is my trial run.

I went into the project thinking about how, whether, the needs of community-based innovations were different than those of large formal projects. My conclusion is that even though the community/enthusiast-based projects may be smaller in terms of investment, they are likely to be larger in terms of perspective. This breadth is both a benefit and a burden.

Breadth is a benefit in that innovation needs breadth to help us find new ways to put together solutions. Breadth is a burden in that our focus must be narrow to succeed. Informal communities of enthusiasts are likely to have more varied goals and less oversight to keep them on a particular path.

NASA’s Mark Moore helped me understand the innovation importance of focus on top goals. I had contacted Mark (thanks Bob!) as he was the lead on NASA’s Puffin single-person vertical take-off and landing project. The Puffin project is a great innovation example as it moved quickly and so far is tracking on its design goals. Contrast this with the many delays we see in larger space and aviation projects.

Mark’s says it is critical to keep the top goals on the table throughout the project. The tension here is that an innovation project is likely to be made up of experts from a variety of different areas. (Recall that breadth is good for innovation… but also recall that breadth means people may bring differing goals to the project.) Each area of engineering wants to do its best, though what the project may need is trade-offs across the best possible outcomes. Mark’s phrase: “Every optimal aircraft is filled with non-optimal tradeoffs.”

Both formal and informal innovation projects need to focus on their top goals:

..don’t confuse collaborative innovation with a headless organization. Leadership still plays a critical role in mobilizing and aligning any organization. But the role of the leader is not to create the innovation but to create the environment in which it will thrive (p. 17, The Innovation Zone).

People need to understand the ultimate design goals and how the innovation as a whole must support those goals.

How can TOP Management support our ability to keep top goals, top of mind? TOP Management is the intertwining of technology, organizational practice, and people. In the Puffin case there was an understanding of the human desire to optimize around one’s area of expertise -- and how to manage that tendency via particular practices and simple technologies:

We did not use any advanced collaboration tools, but simply email and WebEx conferencing. The key to our successful collaboration was to keep a small core team that had very clear objectives, with the detailed discipline efforts tied together by a top-down systems analysis understanding of the design problem.

Technology played a supporting role, using tech to support the focus on the top goal. Email served to document decisions and keep track of the trade-offs. (Value of documentation, even in face-to-face meetings.)

While the O and the P of TOP management were highlights of Puffin’s success, I expect that technology could play a stronger role, especially in larger projects. Project communications and workspaces can be designed to highlight the top goals both formally and informally (for no clear reason I keep thinking of Google’s changing logos). Technology could also support the organizational practice of evaluating trade-offs vis a vis the top goals. As ideas role in, the “crowd” can give electronic thumbs up or down similar to the voting possible in some innovation platforms (e.g., Spigit), “liking” on Facebook, or Digg. Puffin was a small project and so I doubt if hardwiring practice would have added much, but for larger projects hardwiring the systems focus on the top goals may be necessary to keep goals from diffusing as you move away from top leadership.

Key to innovation infrastructure is the development, focus, and support of overarching system goals.

“First, I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth” (John F. Kennedy). This was a clear goal statement and ran counter to what many of his advisers thought was prudent (audio track from a meeting where the issues are debated). Many of the advisers wanted to take a building block approach. They wanted to know more about things like the the surface of the moon (would the lander sink) and the implications of weightlessness. Kennedy, however, had a better understanding of political and human needs. You need a clear goal and a clear metric of success. We went to the moon, on time.

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What’s the best support system for open, collaborative innovation? There are sites to help you find collaborators (e.g., Build It with Me) and there are sites focused on collaboration around specific areas of interest (e.g., DIY Drones, Local Motors, & AeroInnovate). Should you add collaboration to community of interest pages or should projects build their own collaboration spaces (perhaps with Google Sites, Huddle, or within the enterprise, Brainstorm)? These are the questions my Managing Technology & Innovation students will be addressing in their Spring term (focusing on Electric Aircraft collaborations). But first, I’m going to spend some posts following my own advice: doing an audit.

First audit question: Who are the participants? Ans: Companies, individuals, and teams.

Henry Chesbrough, David Teece, Eric von Hippel and others have drilled holes in the traditional innovation funnel. “With knowledge now widely distributed, companies cannot rely entirely on their own research, but should acquire inventions or intellectual property from other companies when it advances the business model.” Instead of companies having closed R&D processes where ideas are generated and developed within the walls of the company, we now see ideas coming from non-research focused employees, customers & users; collaborations across past competitors; alliances; and acquisitions as being the dynamics of R&D.

At the same time, individuals and teams are seeing the value of small batch entrepreneurship, hackerspaces, and the Do It Ourselves (DIO) economy. Wired Magazine’s Chris Anderson presents this shift as “The Next Industrial Revolution:”

The tools of factory production, from electronics assembly to 3-D printing, are now available to individuals, in batches as small as a single unit. Anybody with an idea and a little expertise can set assembly lines in China into motion with nothing more than some keystrokes on their laptop. A few days later, a prototype will be at their door, and once it all checks out, they can push a few more buttons and be in full production, making hundreds, thousands, or more. They can become a virtual micro-factory, able to design and sell goods without any infrastructure or even inventory; products can be assembled and drop-shipped by contractors who serve hundreds of such customers simultaneously.

In the case of electric aircraft the list of participants is long, and diverse: Enthusiast organizations, foundations, and government agencies (e.g., EAA, NASA, CAFE Foundation, FAA); companies like Boeing and Yuneec; and component firms and inventors (see the preliminary program for Cafe Foundation’s 2010 symposium for a flavor).

Next up: What activities does an open innovation infrastructure need to support? Hint: I’ll be building from Gibson & Gibb’s discussion around innovation teams. Thanks in advance for comments that suggest sources outlining the activities that companies, individuals, and teams need to be supported by an innovation infrastructure and/or tools that support these activities. Personal favorites or ones to avoid especially appreciated. For some background, check out Open Innovators and their list of platforms.

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In August 2009 Stewart Mader wrote a blog post focused on expanding our thinking of enterprise wikis beyond wikipedia-style documents. As I think about many of the E2.0 projects my organizational design students are taking on this quarter, I’d like to share Stewart’s 8 ideas here and see if we can’t add a couple.

Here are Stewart’s 8 (please see his full post for his explanations. Comments and links here are my own):

• 1. Meeting Agendas
• 2. Meeting Minutes & Action Items
• 3. Project Management

These top three are my top three as well. A wiki is “a website that allows the easy creation and editing of any number of interlinked web pages via a web browser….” They are my top three partially because the use is so straight-forward. We all know what the task is; this is just expansion of how the task gets done. They are also my top three because they are so important — and yet often overlooked in organizational practice. No agenda means that it’s impossible to come prepared to the meeting, yet agendas are left out every day. A wiki approach is emergent and social (and thus at the heart of Enterprise 2.0) and intertwines a simple technology into the critical organizational practices of good project management. Please see an earlier post for some basic examples.

• 4. Gather Input — Keep in mind that wikis are all editable websites/documents. This means Google Docs and Google Spreadsheets are in the mix (as well as other web-based document tools provided by other companies). I see at least two dimensions here: gathering input from a group of people (Stewart’s focus) and gathering information from yourself. Regarding the latter, I recently avoiding paying over $100 for an iPhone/on-line logbook capability by building it myself using Google Forms. Any basic survey can be built in Forms and then the form tool deposits the information directly into the on-line spreadsheet (also available off-line if you are using Google Gears.) The iPhone/smartphone capability comes from saving the survey’s web address as an icon on the screen.
• 5. Build Documentation -- I see this one as being useful both in terms of meeting output and in terms of all written work-products. I have moved from being an evangelist of wikis as how to run group writing efforts to being not so passively aggressive about wiki-based group writing as my only approach. I’ll be the first to acknowledge that you often eventually have to move the document into a real word processor for final formatting -- but I bet this won’t always be the case (and I suspect isn’t the case for purpose-built tools like ZOHO Writer -- hmmm. I’ll have to check out the Microsoft Word support…). I’ll also be first to acknowledge that you and your co-authoring team have to become comfortable with sharing “alpha drafts.”
• 6. Assemble and Reuse Information -- Link away! Not only can you cut and paste easily if you have access to all of your organization’s documents — but you can also help your documents live through links. Linking (rather than cutting and pasting) means that the material stays in sync.
• 7. Employee Handbook -- I was in a waiting room for a while Sunday night and happened to sit by a TV playing Undercover Boss — Waste Management. In the episode, the President & COO of Waste Management, Larry O’Donnell, anonymously takes on a variety of entry-level jobs within his company. This is an eye-opening experience for him and he seeks ways to reduce some of the frustrations he finds in the field. What if he opened the Employee Handbook up as a wiki, at least for comments (and maybe they do…)? Is there risk for misuse? Sure there is a risk, but according to Andrew McAfee (Chapter 6), the incidence of bad behavior on wikis and blogs seems to be inconsequential — these are typically not anonymous.
• 8. Knowledge Base — Stewart distinguishes this use from Documentation in that he faces it externally. He gives an example of a moderated (the company checks changes before they are added) wiki that allows customers to see the help wiki and make contributions.

So, how many items can we add to Stewart’s list? I suspect the number will become quite large as more and more of our work moves to the web, but for a start:

• 9. Make Decisions -- Not only can we gather input, but we can make the decision via the wiki as well. The result is that we can always go back and track how we got to the decision we made.

You knew I’d get to ten…

• 10. Work — Over the last year, my bias has become wiki unless proven otherwise. My documents are in the cloud and I share files or full folders as default. As a result I am pushed to practice TOP Management (weaving together technology, organizations, people) as I think about the tools I have available, the practices the working group should focus on, and the skill set of the people in the group (see discussion of how to do a team audit here). Ideally our transfer of material to the cloud/wiki/team portal occurs passively — as part of just doing the task — rather than as a separate action. For example, if we are communicating via email with attachments of our working document, we have to actively save and sync our work. If we instead just work via the cloud/wiki/team portal the work and conversation are already there — passively with no extra effort.

What I missed?

Common Craft’s Explanation of Cloud Computing:

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Chris Anderson (Editor-in-Chief of Wired Magazine) presents a spectacular cover story on “The New Industrial Revolution.” The teaser reads:

The factory, the investors, the workers — obsolete. In the age of DIY manufacturing, all you need is a garage and a great idea.

He opens with an example of a crowdsourced car:

Local Motors will officially release the Rally Fighter, a $50,000 off-road (but street-legal) racer. The design was crowdsourced, as was the selection of mostly off-the-shelf components, and the final assembly will be done by the customers themselves in local assembly centers as part of a “build experience.” Several more designs are in the pipeline, and the company says it can take a new vehicle from sketch to market in 18 months, about the time it takes Detroit to change the specs on some door trim. Each design is released under a share-friendly Creative Commons license, and customers are encouraged to enhance the designs and produce their own components that they can sell to their peers.

The Rally Fighter is a great example and raises the possibility of crowdsourcing for complicated systems. …but then the article goes into overdrive:

Here’s the history of two decades in one sentence: If the past 10 years have been about discovering post-institutional social models on the Web, then the next 10 years will be about applying them to the real world.

This story is about the next 10 years.

Transformative change happens when industries democratize, when they’re ripped from the sole domain of companies, governments, and other institutions and handed over to regular folks. The Internet democratized publishing, broadcasting, and communications, and the consequence was a massive increase in the range of both participation and participants in everything digital — the long tail of bits.

The article is part economics lesson, part how-to. Chris includes his own story, describing the founding of DIY Drones, a community site focused on amateur Unmanned Aerial Vehicles (UAVs). Within the community, he met like-minded and skilled collaborators and now markets autopilots and other related products. He includes great detail throughout, including tools and production outsourcing links.

Wired Sidebar

We need to get our minds around the possibilities of this new industrial revolution. Chris Anderson and others have focused on D-I-Y (Do It Yourself), but I think it’s more than that. I see this new approach as D-I-O (Do It Ourselves). Each of his examples highlights the value of collaboration. These are not stories of lone inventors (except for his description of professor Bob Kearns’ invention of intermittent windshield wipers — but he apparently goes mad — so much for the lone inventor…).

My own interests are around how to support DIO organization through my teaching and research. In an earlier post, I claimed that “Recruiting, Knowledge, Evaluation, Tools, and Market seem to be five foundational ways Web 2.0 supports innovation.” Now I realize that DIO is more than about just innovation. DIO seems to be providing the foundations for what Anderson calls small batch entrepreneurship (with credit to blogger Jason Kottke). A new industrial revolution. I look forward to your comments as I think out loud.

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For a different take on the value of crowdsourcing, please see Sarah Cove’s (for Wired News) Interview of Douglas Rushkoff What Does Crowdsourcing Really Mean.

Soon: A review of Cory Doctorow’s Makers (free download):

Perry and Lester invent things—seashell robots that make toast, Boogie Woogie Elmo dolls that drive cars. They also invent entirely new economic systems, like the “New Work,” a New Deal for the technological era. Barefoot bankers cross the nation, microinvesting in high-tech communal mini-startups like Perry and Lester’s. Together, they transform the country, and Andrea Fleeks, a journo-turned-blogger, is there to document it.

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Events happen, and then they’re done. That’s why they’re “events.” But can we really rely on just our brains and notes to gain value from events? Meetings happen, and then they’re done. Presentations happen, and then they’re done. Even the best events, meetings, and presentations have limited value if we can’t step back in time. Two recent posts talk about how to take those steps back in time — by planning ahead — and using available technology and tools to hold onto the material such that it can be found and used when needed.

Charles Hamilton writes about Using the Web and Social Media to Create More Effective Events. He gives a great explanation of what he did to support an “unconference” on the future of journalism (site here). I know I’m going to return to this post the next time I’m organizing a meeting (and I should be thinking about what I could even do for class presentations). One of the key take-aways for me was Charles’ comment that, “In the future, I would recommend creating the event-specific web site much sooner, and using a simpler CMS-, group-blog, social-network or wiki-based system for posting pre-event discussions and comments.” Get the group going early and make it easy for them to connect.

His overall evaluation of the process:

I found that attendees’ blogging, tweeting, recording and instant posting about the event reinforced what they were thinking and learning. Thus, the effectiveness of the event was increased, along with the potential for new learning and insights to cause change in the wider world.

By planning ahead, and interacting ahead, they were able to build the background for greater learning and future reuse. For some of my earlier thoughts on this please see “Poof” goes your idea… When face to face meetings are worse than virtual ones.

My second example is more personally exciting. My friend and colleague, Ted Cocheu (Founder & CEO of Altus) was interviewed by Robert Scoble for Building43!

From Altus’ website:

Altus’ end-to-end video management software enables users to capture, share and search rich media content down to the spoken word. With Altus vSearch, content is accessible on-demand where it can be instantly located and reused.

Imagine being able to search the spoken and visual content of your events, meetings, presentations. Imagine being able to reuse the material and learn what you need, when you need it. Altus provides the tools and services to make this happen.

Companies like Cisco and Oracle have seen the value in this process for years. They have to constantly update their employees and their customers on quickly changing products and services. Other companies have been triggered by the economic downturn to hold their events virtually or in a hybrid form — but have seen that there is a multiplier on the value of the on-demand content — if it is searchable and easily available for reuse.

Ted tells Scoble that though a relationship with a new client often starts because they want to generate content from an urgent, upcoming meeting — that then many clients quickly see how much more value they could be gaining from all the other video content they already have. The content can be more accessible using the Altus process and more social. Individual’s who’ve given a presentation or created other kinds of content have profiles so you can find more of their work, and/or make connections to your own. You can also see their groups and decide whether those groups would provide value to you too. Sure, there are “point solutions” that can do pieces of this, but Altus has the jump on the end-to-end, secure, solution.

One thing I wish… That the Building 43 video had been put through the Altus process so I could search through it…. I will help you out with some timestamps:

• 11:40 in discussion on the difference between “point solutions” versus an overall approach.
• 21:20 discussion of the “spoken word” aspects and search quality — ties nicely to modern presentation formats (more pictures, less text to search on, unless you have the transcript or speaker notes).
• 23:00 Seb Grady of Altus demonstrates the search capability. He reports that the average YouTube video is 2-3 min; in the enterprise the average video is 47 min — none of us have time to watch the whole thing. We need to find what we need, when we need it, on whatever platform is best.
• 25:00 More use case info — Scoble talks about the trouble they had building presentations at Microsoft from material they already had — and how even when they did find the right slides, they didn’t have the accompanying material related to those slides.

Events, meetings, and presentations count as organizational practices in the world of TOP Management (technology, organization, people). Just as any single technology or person can’t run the business on its own, neither can an organizational practice provide needed value without support from the people (the content providers) or the technologies. Both Hamilton’s example and the Altus approach are ways to powerfully leverage technology, organization, and people for greater value over the long haul. Don’t let those ideas go “poof”!

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