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Enhancing The Open Model
Through The Use of Community
3rd Annual Open Innovation
Las
Vegas, NV
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April 6 - 8, 2009
Decision Analyst is an international
marketing consulting and research
organization
Founded in 1978
 Largest independently-owned research
firm in the U.S.

Obligatory introductory
bit…
We’re known for:
Providing custom qualitative and
quantitative research
 Our panel of over 8 million individuals
worldwide

Established our Insights & Innovation
business unit in 2001

Marketers and researchers specializing
in understanding customers/consumers,
and new product and service innovation
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In 2001 launched the Imaginators®, a
proprietary innovation community of just
over 2000 highly creative individuals
250,000 individuals tested to date
 Must rank in top 4% to be accepted into the
Imaginators

Technical
®
Student
8%
Blue collar
7%
Not employed outside the home
7%
Marketing/sales
7%
Executive/upper management
6%
Education
6%
Retired
6%
Unemployed
4%
Medical
3%
Other
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DecisionAnalyst
14%
Proprietary and Confidential
32%
Joel West
2/ 22/08
http://blog.openinnovation.net
The original goal of [Open
Innovation: Researching a New
Paradigm] was to provide an up-todate and complete orientation to the
academic study of open innovation…
we tried to come up with a
comprehensive framework for open
innovation research by categorizing
what had been done and what might
be done.
...when I went to write my keynote for
one of the [European Academy of
Management] tracks on open
innovation, I realized that we’d left
out communities.
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Open Innovation
“Open innovation is the use of
purposive inflows and outflows of
knowledge to accelerate internal
innovation, and expand the markets
for external use of innovation,
respectively.”
Chesbrough 2006
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Open Innovation
“Open innovation is using the market
rather internal hierarchies to source
and commercialize innovations.”
West 2008
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Community
“A group of people who have been
brought together, or have brought
themselves together, under a
common umbrella and who are
having a conversation with each
other.”
Community 2.0 Conference
Las Vegas 2007
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Firm-to-firm collaboration
Firm-to-university collaboration
Community falls way
down on the list
Hunts and challenges
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That’s not to say no
one’s using community
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Is community just for
high-interest, highinvolvement consumer
products?
Why isn’t community
used as an innovation
source by companies
that…
…are in categories that aren’t
consumer-centric, or that are highly
technical?
… are already considered
innovative?
… already have a successful
innovation process in place?
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Assumption: Most
customers (especially
consumers) can’t truly
contribute – they can
offer mundane or
incremental ideas, but
not true innovation.
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Forty percent of consumer
community members offer
suggestions that solve urgent
problems
Fifteen percent of those suggestions
are considered to be a completely
new product
How Communities Support Innovative Activities: An Exploration
Of Assistance And Sharing Among End-users
Franke & Shah 2003
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The reliability of using communities can
be greatly enhanced based on what the
community is willing to invest
Assumption:
Community is like a box
of chocolates – you
never know what you’re
going to get.
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Research can feed the innovation
process, but it can’t replace it
Assumption: Research
brings the consumer/
customer into the
innovation process.
Short in duration
Environment does not elicit innovation
Evaluative or exploratory process
Respondents aren’t necessarily innovative
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

Six steps to making
community a viable
source of actionable
open innovation.




Start with a clear purpose in mind
Decide who should comprise the
community
Communicate your end goal clearly
and appropriately to the community
Create the right environment
Motivate them in meaningful ways
Maintain the quality of the
community
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Start with a clear
purpose in mind
Know your goals and make sure the
use of the community aligns
strategically with company objectives
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Share
You’ve probably taken
some great digital pictures
of your friends or family.
But how often do those
pictures make it out of your
camera and into an actual
frame for others to see and
enjoy?
Introducing Share, the
innovation from (wireless
brand) that allows you to
easily display your images
so they can be enjoyed by
all.
The Share is a full-feature
cell phone that also comes
with two digital picture
frames.
To share images, just:
• Use Share's advanced,
quick-capture digital
shutter camera to take
your pictures
• Connect Share to a
picture frame either
wirelessly, via USB, or
remotely
• Select the images you
want to send to that
specific frame
• Push the “Share” button
and it immediately sends
your picture to the frame
You can even program
Share so that it updates
each frame with new
images according to a
schedule you set. And
frames can be networked
together to show the same
images.
Don’t let your pictures sit
in your camera collecting
digital dust. Bring them
out for everyone to see
with (wireless brand)'s
Share.
“All-inclusive” is great for vacations,
but not for innovation
Learn who can and will contribute
 Don’t be afraid to be critical

Decide who should
comprise the
community.
There is no magic community
member number
Start with the 100/10/1 rule and go from
there
 “Qualified” members = smaller
community

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Communicate your end
goal clearly and
appropriately to the
Innovation flourishes in a defined
environment
community.
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

40 Imaginator community members in
the EU
Collaborate on ideas for a new
confection
One group was given “free reign”
 The other group received clear direction and
relevant tools

Communicate your end
goal clearly and
appropriately to the

Effectiveness of each approach
evaluated on:
Number of distinct idea categories
 Relevance in addressing the task
 Originality of the ideas

community.
Ideas
Categories
Relevance
Originality
Index
Non-Directed
512
29
92%
1.515
Directed
696
39
99%
1.585
The Case for In-the-Box Innovation,
Callahan, Ishmael & Namiranian 2005
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To compete, or not compete…?
Create the right
environment.
“If an innovator believes that revealing
innovation-related information will
allow a rival to outperform him, the
likelihood that the innovator will reveal
this information will decrease
unconditionally.” (Franke and Shah,
2003)
Bound By The Power Of One
Seek out innovation springboards
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Community Member Motivation
Motivate them in
meaningful ways.
Community members should assist others
92.6%
It is fun to create something jointly
78.6%
It is the norm for members to collaborate for free
74.1%
If I collaborate, others will collaborate with me
35.7%
I enjoy advice as an expert
32.0%
I want to use the product myself
40.7%
It is nice to receive recognition
10.7%
I was paid well for my assistance
7.1%
Franke & Shah 2003
Imaginator Motivation
Outlet for creativity and innovativeness
46%
Working with other creative people
25%
Money
11%
It's who I am
11%
Influence what goods & services are offered
3%
Monthly newsletters
3%
Like the projects
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1%
Decision Analyst, Imaginator Study 2009
Be sure the members have
everything they need to be
valuable contributors
Maintain the quality of
the community.
Assess member’s contributions
over time
Don’t be afraid to remove members
from the community
Keep them busy
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Evolution
Turn-key,
outsourced
innovation
communities
Revolution
Custom
innovation
communities
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Internally
developed &
managed
communities
So if you remember
only three things…

Community can be a viable open
innovation source

Six simple steps to making an
innovation community effective

How you approach using
innovation communities can be
evolutionary or revolutionary
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Gwen Smith Ishmael, Decision Analyst Insights & Innovation
[email protected]
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604 Avenue H East, Arlington, Texas 76011-3100
817.640.6166
http://www.decisionanalyst.com http://secondarydata.com
Blog: www.ideaflow.com
Twitter: @Gwen_Ishmael
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