About

The Networked Innovation Platform is an 'out-of-the-box' offering from netoCiety. This site is a demo site intended to show the standard features you would get if you were to purchase this solution from netoCiety.

about netoCiety

netoCiety helps companies implement social software and social networking best practice. netoCiety facilitates understanding and adoption to develop collaboration systems for engaging with customers, employees and partners. Improvements in innovation, change, marketing, and productivity efforts are focused on.

about the Networked Innovation Platform

The platform was developed as a result of some client work that netoCiety did. That work was speculative in nature. netoCiety, working collaboratively as it does (using social tools like Confluence and Jira) with teams in Austria Salzburg and Guildford UK, putting the core effort of the work together in LESS THAN 7 MAN DAYS OF EFFORT. This site is a copy of the work done and not as complete as the original but then it is for demonstration purposes only.

It is a testament to the fact that ENTERPRISE 2.0 tools can be stitched together quickly and easily and don't have to end up costing the earth.

about Innovation

It is generally recognised that innovation is a key success factor for most companies today yet most companies have in the past failed to achieve more than marginal gains from innovation efforts. To be brutally honest innovation has a dismal record of success (Average rate: 4.5%):

• Toys >1%

• Groceries >2%

• Music >2%

• Airlines 2%

• Mobile Telephony 3%

• Financial Services 3%

• Computer Hardware >4%

• Computer Software 4%

• Pharmaceuticals 7.5%

• VC Firms 31%

_{Source: Doblin Group - Innovations Dismal Success Rate}

One solution is to approach the matter entirely differently:

From Push Systems	To Pull Systems
Demand can be anticipated	Demand highly uncertain
Top-down design	Emergent design
Centralised control	Decentralised initiative
Procedural	Modular
Tightly coupled	Loosely coupled
Resource centric	People centric
Participation restricted (few)	Participation open (many)
Focus on efficiency	Focus on innovation
Limited number of major re-engineering efforts	Rapid, incremental innovation
Zero sum rewards (dominated by extrinsic rewards)	Positive sum rewards (dominated by intrinsic rewards)

_{Source: John Seely Brown and John Hagel III - McKinsey}

Another, in line with the above approach, is to adopt some of the new forms of social software that opens up innovation to the "crowd" which is precisely what this platform is attempting to achieve and follows what the research shows to be the case generally - see below:

Some Success Stories

• HIRING

  The networking site LinkedIn gets some 2.7 million people connected to job or employee prospects through trusted friends. About 5,500 PeopleSoft employees signed up at the site, before Oracle acquired the company.

• MARKETING

  LEGO enlists influential consumers as online evangelists. After a new locomotive kit was shown to 250 LEGO train fans, their word-of-mouse helped the first 10 000 units sell-out in 10 days with no other marketing.

• RESEARCH

  By making use of outside scientific networks, Procter and Gamble now gets 35% of new products from outside the company, up from 20% three years ago. That has helped boost sales per R&D person by 40%.

• PRODUCTION

  Linden Lab's game Second Life is largely built by the players, who collectively spend 6,000 hours a day creating objects for the online virtual world. That's equal to what a 1,000 pereson team in a conventional game company would produce.

• SALES

  Eli Lilly taps into the wisdom of crowds with "prediction markets" in which groups of employees buy or sell virtual stock in various forecasts.In one experiment, they predicted the outcome of drug trials well before the data were released.

netoCiety's social networking tools - making the collective difference!