Driving innovation through social media
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The document discusses using social media to drive innovation in organizations and local governments. It outlines benefits like understanding customers, involving communities, and uncovering innovators. Challenges mentioned include defining needs, choosing tools, creating solutions, developing networks, and sharing learning. The document advocates facilitating citizen involvement in designing services and understanding how tools work to encourage collaboration and innovation.
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Driving innovation through social media
- 1. Driving innovation through social media
- 2. How do we fix a problem like… making the best use of our knowledge to unlock innovation reaching out & connecting communities
- 3. enabling customers to solve their problems together adapting to new tools and great expectations
- 4. Who’s using it? Organisations are increasingly using social media for their core business and seeing a return on their investment They haven’t avoided the risks of social media, but have begun to tackle the challenges Local authorities recognise the opportunities but there is no strategic approach to using social media
- 5. Who’s using it? Majority of people have access to the internet & contribute content However, the digital divide still exists Different groups using social media to connect, contribute, create and collaborate Digital inactives Information gatherers Everyday communicators Creative producers Data mashers
- 6. Are you using it?
- 7. What are the benefits? understand your customers involve your communities uncover your innovators
- 8. When & where we want to What can we learn from the needs & attitudes of our citizens and how they influence each other? Making feedback that starts with the user and focuses on outcomes Introduce engagement tools when customers “check out” of transactional services Pinpoint problems in your area on a virtual map and find services Develop feedback between users and professionals in real-time , location-based and adapted to internet behaviours of customer group Enable citizens to turn feedback into structured proposals on policies for specific groups , areas of expertise , products & large scale projects
- 9. How can our customers better understand their local needs to help shape their future? Turning customer involvement back into customer insight Use virtual reality to assist in planning, consultation, construction and marketing with audience response capture Enable citizens and businesses to share insights and experiences on local facilities , needs , tourism or towns Linking up stakeholders to better connect with citizens Provide general and specialist advice whenever you need in hard-to-reach areas using video access points Join up stakeholders to plan neighbourhood disaster management and provide emergency communications tools Use deliberative polling to gauge public opinion help people reach consensus
- 10. Do it yourself Personalise your council Let people upload and share tours of local towns Employee generated video programming to help roll out initiatives, reinforce corporate values, or share best practices. Allow job candidates to experience potential employers through online profiles, video and audio clips that tell each company's story and show why it's a great place to work. Let users take pictures of everything they eat, and send them to their own dieticians
- 11. From virtual reality… Use virtual whiteboarding that visitors can sketch and scribble on Automated 24/7 conversation Broadcast cabinet meetings on virtual worlds … to mobile reality Mobile lens: Mapping and sharing of social knowledge around small geographical areas, focused through the perspective of “place shaping” lens Connects citizens with mobile workers on content delivery relevant to location customer contact between council and citizens reporting/feedback relevant to location
- 12. Empower our local innovators… How do we encourage local people to help find innovative solutions to improve our services and communities? “ When enough people can collect, re-use and distribute public sector information, people organise around it in new ways, creating new enterprises and new communities.” Opportunities for users Access and share advice and guidance and “being a pro-am ” Develop skills in enterprise, innovation and community building Opportunities for local government Share, store & rate ideas and innovations to generate income BBC Backstage encourages innovation, and helps to develop ‘niche applications’ that it itself might not develop. Power of Information, Cabinet Office, 2007
- 13. Turning individual ideas and skills into community solutions Identify and develop innovative solutions to common challenges Work together to improve wellbeing through activity sharing , resource sharing , time trading and matchmaking users and providers , collaborative fundraising , collaborative translation Influencing behaviours to encourage participation Lead citizens directly to online transactional services Influence behaviours on democratic participation through viral marketing Enable citizens to build coalitions of support on specific issues Develop collaborative media within a neighbourhood , housing facility or for young people
- 14. Who will use it and how? Social network analysis and long tail feedback “ If you liked this, you may like that” “ Other people who used/did this, also used these services”
- 15. What about internally? Opportunities for you Validate existing knowledge and co-produce new knowledge Develop and archive your reflective learning and peer review Discover and network with colleagues with common needs and skills Share your collective wisdom to identify and develop innovative solutions on key themes Opportunities for local services Facilitate knowledge continuity and flow across organisation Capture learning and practice on demand & real time Examples from pilots Sharing best practice & lessons learned from workshops, mapping out research & practice on specific theme, updating emergency contacts listing, creating “how to” toolkit, Comparison of metrics, invitation for job shadowing, call for volunteers, co-design of assessment tools & major event, Project for a local government glossary
- 16. After… “ Professionals could benefit by having a space to put down ideas before they got lost, write down things that have inspired them – say a speaker at a conference, make suggestions and get ideas”* “ People who find it hard to share skills face-to-face could see their ideas and knowledge being passed on and feel they are part of a community”* “ We will enable users to work with other users and their workers…to develop advice, mentoring and collaborative production, enabling them to make comments in a way where they’re not being shouted down and they can contribute. In other words, getting users to contribute in a professional setting.” * quotes from participants of the Kent Communities of Practice pilots
- 17. What are the risks “ I don’t know how to collaborate in this way” “ The bottom line is that this is a new concept to the majority of people” “ I don’t go online to collaborate” “ Some people aren’t likely to change unless there is a problem.” “ The more content we produce, the harder it becomes to use clearly”
- 18. What are the challenges? define needs choose tools create solutions develop networks share learning
- 19. Involve people in the design of the services and understanding how they work Define the relevance of the tools Streamline the balance between online and offline activities Select the tools Facilitate, empower and value activity Build interest Allow different levels of participation Allow time Invite stakeholders, customers and residents to create critical mass Build trust
- 20. Attention must be given to how online activities are displayed Communicate clearly Knowledge must be built on in real-time and customised to meet outcomes and develop skills Keep the environment flexible Customise to needs and skills of individuals or group and agreed outcomes Know your audience Access specialist software and technical expertise to operate free software Choose the technology
- 21. Would this benefit you? Project or flexible working teams: particularly if you are thinking or already working flexibly Training cohorts: trainees, apprentices, participants in diplomas & courses Customer/user groups : user groups, citizen panels & customer communities Partnerships: multi agency project teams, local strategic partnerships & local trusts Thematic groups: focused on corporate outcomes that impact across the organisation, i.e. corporate units and staff boards
- 22. “ More people than ever before can be involved in innovation. Thanks to the falling costs of technology, cheaper communications, rising educational attainments and longer life spans, more people have more time and capacity to be creative, if only in small ways, than ever before. Ideas do not just flow down the pipeline from the back room boys to consumers. Increasingly ideas are flowing the other way: consumers are increasingly a source of creativity…We need to encourage a wider culture of ‘citizen innovation’ in which many more people see themselves, if only in small ways, as potential contributors to innovation.” (NESTA) NESTA forms part of the Department for Innovation, Universities and Skills (DIUS)
- 23. “ You did it, we shared it, you solved it”