Types of Crowdsourcing

Today’s Wednesday Work Wisdom…

Yesterday I spoke at an event called Crowdopolis. The topic was crowdsourcing. This has become one of the hot buzzwords in business. Companies of all sizes are dipping their toes into crowdsourcing.

But what is it really? Well, crowdsourcing is a lot of different things and can’t easily by lumped into one small bucket.

Here are a few of the crowdsourcing variations (and this is not a complete list):

A 6 Step Blueprint for Creating a Culture of Innovation

Here is today’s Wednesday Work Wisdom…

The question I get most often from my Fortune 500 clients: “How do we create a culture of innovation?”

Although there is no simple answer, here’s a blueprint I’ve found useful to get things started and build momentum.

1. Ask employees for ideas – Most organizations start here with the corporate suggestion box.  Let’s call it idea-driven innovation.  This step is useful for getting people engaged. It also helps capture low hanging fruit and incremental innovations.  However, after a period of time, the ideas become less practical and less valuable.  The “noise” (low quality ideas) increases.  And sadly, even the good ideas often have a difficult time finding a home (sponsor, owner, funding, resources), so they wither on the vine.
2. Ask top execs for their most pressing challenges – We now move from idea-driven innovation to a more useful approach: challenge-driven innovation.  Find the people with money, power and resources in your organization, and ask them for the  most important challenges that they need solved.  Don’t call it innovation. Think of it as problem solving. This step gets the executives engaged as they start seeing direct value.
3. Ask employees to solve these challenges – Once you’ve identified the top executive challenges, it is now time to get the employees working on finding solutions. This is done via internal crowdsourcing. Instead of asking everyone for their  suggestions, ask them for solutions. This keeps them engaged, reduces the noise, and provides a much higher ROI.
4. Ask employees to identify challenges - This step is designed to get everyone to realize that the mantra, “Don’t bring me problems, bring me solutions,” is wrong. Teach employees that if you bring bigger and better problems, there are many ways to find better solutions. Ask employees to submit good challenges. This steps requires proper education/guidance to avoid being inundated by poorly defined challenges.
5. Go externally for solutions to challenges – Use alliances, outsourcing, and external crowdsourcing/open innovation as a means for discovering solutions to exceptionally pressing solutions. Or use “tech scouting” in order to find off-the-shelf solutions to meet needs of less strategic challenges. Some organizations do this earlier in the process, starting here before asking employees for solutions.
6. Go externally for identifying challenges – Most organizations struggle to identify the right challenges. They are too close to the business and therefore have reduced peripheral vision. Therefore, it is useful to partner with trend monitoring organizations, universities, think tanks, and experts to help identify the challenges that might be in the organizational blind spot.

This process is not sequential. Some steps are done in parallel at times. And sometimes they are done in a different order.

If your objective is to accelerate the way you innovate, this model is extremely useful. You will find that less time is spent on innovation with better results.

Video: Speaking at Crowdopolis

On July 19th, I will be keynoting the inaugural Crowdopolis event in Los Angeles.  Want to know what I will discuss?  Check out this 2 minute video.  And if you want to attend, use this link to register and save $100.

How I Used Crowdsourcing The Wrong Way And What You Can Learn From It

We often hear the expression “Wisdom of crowds.” And if you have read my articles, it will be apparent that I am an ardent fan of crowdsourcing. Crowdsourcing makes the argument that the aggregation of information produced by groups, result in decisions that are often better than those that are made by a single individual. However, to get better results, it is critical to use the right crowds in the right way.

I decided to use crowdsourcing to help develop the title for my book that is being released next month. To better enable the group conversation, I first developed a large number of potential titles that I felt may be appropriate.

To provide some context, the book contains 40 counterintuitive and controversial strategies for making innovation a repeatable process in any organization.

One of the tips is titled “Hire People You Don’t Like.” Due to its seemingly counterintuitive perspective, the publisher thought this might make a good title. To test out their theory, they mocked up a cover design that was as provocative as the title itself (see the graphic). In large letters, they showcased the obvious viewpoint of “Fire People You Don’t Like,” but then crossed out the term “fire” and replaced it with the more surprising word-twist “hire.”

It was time to get input from the “crowd.” In this case, I turned to my 1,000 Facebook followers to solicit their opinions. I posted the above-mentioned cover along with my list containing a number of other potential titles and requested the feedback of my friends.

Despite the many options submitted for consideration, 95 percent of the people immediately gravitated toward “Hire People You Don’t Like,” quickly dismissing the rest.

In that moment, the title was determined. Or was it?

Upon further review, I noticed that the responding crowd was composed of long-time friends, fellow speakers, a few innovation experts and a broad range of other people.

Although the vast majority selected the “fire/hire” name, it was determined that a title containing those specific words would appeal to human resources professionals who focus on recruiting. The few responding innovation experts duly noted that most companies looking to innovate would likely pass on this title. It would not appeal to my target audience: innovation experts. While provocative, it doesn’t speak to their needs.

Had I asked a more specific and targeted crowd—innovation experts, book industry experts, book marketing experts—I might have gotten a very different answer. And perhaps a more useful one. However, at this point, that was not an option.

So we eliminated “Hire People You Don’t Like” from the list and went back to the crowd. Again, we asked them to vote for the titles that they liked best, but sadly there was little convergence. No one could agree on which title would work.

But based on comments, we started to see an interesting pattern: there was convergence on which titles did NOT work. Therefore, instead of using the crowd to identify the winning title, we used them to help eliminate the duds. They were extremely effective at this.

This allowed us to reduce our long list to a much shorter one that could then be reviewed by a small, yet select team of experts.

In the end, I enlisted the help of two individuals who had a solid understanding of book marketing, innovation and my objectives. Both independently agreed on one of the previously suggested titles: “Best Practices Are Stupid.” This still possessed the controversial edge we were seeking, but seemed to appeal more to my target market. The publisher agreed.

In this scenario, I had initially identified an inappropriate crowd for my needs. Although this particular group’s opinions proved to be less effective in determining the best title, they were in fact quite helpful in eliminating the bad ones. This insight could lead to some very beneficial practices for businesses to consider as many still succumb to crowdsourcing pitfalls similar to what I had experienced.

When companies use internal voting systems, they are, in essence, asking a generic crowd for their opinions. Yes, employees may have some background on the organization, but these individuals often see only small slices of the big picture and may not be best at determining what will be most effective…

Read the rest of this article on the American Express OPEN Forum

I Need Your Help: Personality Poker Book Subtitle

I need your help!

I am in the process of finishing the manuscript for my next book, “Personality Poker.”  The book will be published by Penguin’s Portfolio books and is expected in stores September 2010.

We have been working on a subtitle for the book – and I would love your input.

I realize that you don’t know the details of the book.  But in general, it is about creating high performing innovation teams through the use of my specially designed poker cards.  There are a few key concepts:

1. Individuals should “play to their strong suit.”  In Personality Poker, the four suits correlate to the four primary innovation styles and the four steps of the innovation process.  Therefore, if you understand your innovation style/suit, you can maximize your contributions to your team.   [NOTE: "strong suit" is actually a term from bridge and not poker]
2. Organizations must “play with a full deck.”  That is, companies must have all of the styles (and sub-styles) in order to truly be innovative.  Most organizations are out of balance and have too many of just one or two styles.  This inhibits innovation.
3. “Deal out the work.”  Once everyone is clear about their role in the innovation process, you want to divide and conquer.  Avoid having everyone do everything.  Give people specific tasks and roles.

That’s the 10,000 (maybe 30,000) foot view.  You can learn more – and watch a video – on the Personality Poker page.

So, the question is, what is a good subtitle? Here’s a list of some ideas we had…

• “[How to] Play Your Best Hand to Win Big in Business”
• “[How to] Play with a Full Deck to Win Big in Business”
• “[How to] Play to Your Strong Suit to Win Big in Business”
• “[How to] Play with a Full Deck to Create High Performing Teams”
• “[How to] Play to Your Strong Suit to Create High Performing Teams”
• “[How to] Play Your Best Hand to Create High Performing Teams”

Do you like any of these?  Note that the “How to” is optional as each subtitle can stand on its own without those words.

Better yet, I would love to get new ideas for a subtitle.

Please leave your suggestion (either a new idea or a vote for an existing idea) as a comment.  If we end up using your subtitle, we will send you the Personality Poker system (a $200 value).  Plus, when the new book is published, we will send you a signed copy (with an additional deck of the redesigned cards).

Thanks in advance for your help.