More Organizations Are ‘Crowdsourcing’ Product Ideas from Employees

More Organizations Are ‘Crowdsourcing’ Product Ideas from Employees

One major consequence of our increasingly digital society and economy is that the next great business idea really can come from anywhere. Companies are increasingly taking this lesson to heart and looking for ways to solicit ideas from their entire community of employees, not just those formally dedicated to the development of new business. Last week, Digiday’s Max Willens took note of this trend in the media, observing the innovative techniques publishers are using to generate product ideas, such as a “Shark Tank”-style competition Politico tried out last summer:

Politico joins other publishers that are turning to their own employees to develop new revenue ideas. Before it was acquired by Meredith last fall, Time Inc. ran a similar internal competition that attracted nearly 60 submissions from employees. The Globe and Mail in Toronto and New York Daily News have run their own accelerator programs for years. Those programs have resulted in The Globe and Mail’s Workplace Awards, a profitable award and events program, and an ad-viewability tool at the Daily News.

Finding new sources of revenue has become a top priority for publishers everywhere. But in these cases, the goal is also to instill entrepreneurial thinking in a mature industry.

This concept is being tried in many industries, not just publishing. In our recent and ongoing research at CEB, now Gartner, we’ve seen many organizations turning to their employees through these types of ideation programs—some of which are much more effective than others. As you might imagine, inviting entire workforces to generate ideas can result in a certain amount of idea or information overload. The more interesting solutions we’ve seen guide employees to focus on and share the most helpful kinds of ideas, creating a sort of self-filtering mechanism.

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Are Problem-Solvers the Answer to Big Companies’ Agility Dilemma?

Are Problem-Solvers the Answer to Big Companies’ Agility Dilemma?

As organizations grow, they often find that their ability to respond to challenges quickly and decisively is diminished; size and structure, by their very nature, have a tendency to slow things down. At the Harvard Business Review, Greg Satell admiringly profiles Experian’s DataLabs unit, a dedicated problem-solving team aimed at overcoming this downside of scale and giving the major multinational corporation the ability to think and act more like a startup:

Part skunkworks, part research lab, Experian DataLabs keeps a running list of the data problems customers want them to solve. As Eric Haller, Global Head at Experian DataLabs, told me, “We regularly sit down with our clients and try to figure out what’s causing them agita, because we know that solving problems is what opens up enormous business opportunities for us.”

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