Building muscles to improve innovation networks pugh skifstad may 2020 final (1)

Building muscles to improve innovation
networks
Katrina Pugh, Columbia University and AlignConsulting
Sheryl Skifstad, Procter & Gamble
May 19, 2020

Why innovation?
Prosperity has always driven by innovation.
• With today’s economic woes, to evolve to the new
normal, more innovation and creativity are needed than
we have seen in our lifetime.
• We must get our organizations beyond our current
thinking, designing and organizing.
• We will share how you can take your current networks
and working groups to the next level.
2

Driving to innovate better for 30 years
3
1990s
Organizational Learning
and Open Source
2000s
Networked
Knowledge, Open
Innovation intro‘d
2010s
Social Graph,
Cowdsourcing and
Incubators
Rob Cross,
Darden/Babson.
Henry Chesbrough,
Berkeley Haas
Collab
thought-
leaders:
John Whitehurst, Red
Hat
2020s
Open Structures and
Open Innovation
expanded
Yahoo Knowledge
Graph COVID-19
Datasets
Peter Senge, MIT
Sloan
Multi-layer Open
Innovation (M13
[2016])
Crowdworking (Catalant
[2013])
Incubators (Y Combinator
[2005])
Open Source
(Linux [1991]
Open Innovation
(Innocentive [2001]
Innova-
tion NW
Models:

Agenda
1. Introduction
2. Why networks and why now?
3. 4 Discussion Disciplines
4. Planning exercise
a. Debrief
5. Open Innovation
a. Group Planning exercise
6. Conclusion
4

Hello, from Cincinnati and Boston!
5
Sheryl Skifstad
M.S., M.B.A, PMP
Ms. Katrina Pugh
M.S./M.B.A.
Procter & Gamble, OH
Program Management
Columbia University, NY
Collaboration Science

Our Research: Work of the Future
6
Conversation
Practices
1. Columbia
University pilot of 4
discussion
disciplines (4DDs)
2. Quantification of
4DDs with
Motorola Solutions
Open
Innovation
1. P&G
study/Practice of
open innovation
2. Columbia
Networked Work
course -
Understanding
Open innovation
players
Knowledge
Networks
1. Motorola U CoP
study
2. Gates study on
networks for
spreading public
health insights
3. PMI sponsored
(Columbia-Monash)
study on KNs for PM
competencies

What is Innovation?
A combination of ideas, models, data
and applications that solves a new or
existing problem in a novel way.
► To move from concept into action
requires intention (surface ideas,
make connections)
► This is collaboration
7

Innovation thought leaders
Vijay Govindarajan, Dartmouth,
Tuck's Center for Global
Leadership
Andy Hargadon,
University of California
Davis Entrepreneurship
Bridging
Defining the “what”
Social Integration
Leveraging the “we”
8

Why networks, and why for
innovation?
9

A “knowledge network” is a
practical and intentional
collection of individuals
and/or teams who come
together across
organizational or
disciplinary boundaries to
share, transfer or create
knowledge products, or
leverage their scale.
10

How networks work...when they work!
11
Goal Mechanism Innovation Result
● Achieving alignment in a
complex system of actors
Shared belonging
De-centralizes power
Federates decision-making
Sustainable structure for
iteration, learning fast
● Improvising / evolving quickly
in response to evidence and
feedback
Leverages ties of members
Leverages sector diversity
Network’s collective learning
(Network self-aware)
● Integrating operational know-
how into each context
Leverages cognitive diversity Members’ / member
organizations’ learning

KN Effectiveness Framework
12
Design Dynamics Behavior
What are
the
impacts?
What tone
and
behaviors
do we see?
What
dynamics
come into
play?
What
levers do
we pull?
Impacts
More
leverage
Pugh and Prusak, 'Designing Effective Knowledge Networks' Sloan Mgt Review, 2013

Four Types of KN Impacts/Goals
13
2. Member Support 3. Translation, Local
Adaptation
4. Horizontal
Coordination
1. Learning/Innovation
(E.g., of new practices)
Pugh and Prusak, 'Designing Effective Knowledge Networks' Sloan Mgt Review, 2013

.
8 KN Design Dimensions
Strategic 1. Leaders’ Shared Theory of Change
2. Objectives/Outcomes/Purpose
3. Expert-Learner balance (psych. safety)
4. Inclusion/Participation
Structural 5. Operating Model
6. Convening Structures and Activities
7. Facilitation and Social Norm
Development
Tactical 8. Measurement, Feedback, and Incentives
Pugh and Prusak, 'Designing Effective Knowledge Networks' Sloan Mgt Review, 2013 14

Conversation at the heart of
innovation
15

Discussions impact the quality of
innovation
What can go right?
Focus
Honesty
Diversity of ideas
Sense-making
Commitment
What can go wrong?
Distraction
Avoidance
Misunderstanding
Group-think
Resentment
https://www.linkedin.com/pulse/digital-fray-dont-just-converse-collaborate-katrina-kate-pugh 16

Four Discussion Disciplines
17
Inclusion
Translation
Integrity
Courtesy

Integrity – What are examples of Integrity?
Integrity
• Ask questions that propel
• Use your true voice
• Research views
Anti-Integrity
• Parrot others
• Make vague statements
• Don’t ask questions, but make
statements disguised as questions
18
Integrity

Courtesy – What are examples of Courtesy?
Courtesy
• Respect others, with appreciation,
gratitude (“thank you!”)
• Respect the forum. Keep the
discussion in the forum
Anti-Courtesy
• Let a nice deed (e.g., shared
knowledge) go un-thanked.
• Take the conversation “offline,” e.g.,
into email.
19
Courtesy

Inclusion – What are examples of Inclusion?
Inclusion
• Explain terms, and don’t use
acronyms
• Call others in (“@Jimmy, your
view?”)
• Broaden the perspective (“This
could also be called X.”)
Anti-Inclusion
• Be exclusive
• Use jargon
20
Inclusion

Translation – What are examples of Translation?
Translation
• Summarize/use insights generated
(“We started here and ended
there.”)
• Help others with summarizations.
Anti-Translation
• Leave the forum when you “get the
answer,” without recap.
• Comment without acknowledging
what you are responding to.
21
Translation

4 Discussion Disciplines (4DDs)
For 405 posts, 4DDs improved closure and innovation empirically
Skifstad and Pugh, “Beyond netiquette: Discussion discipline drives innovation” (In Smarter Innovation, Ark Group, 2014).
Discussion
discipline Description
1. Integrity Use true voice, research views,
Ask questions that propel.
2. Courtesy Respect others and forum.
3. Inclusion Broaden the perspective. Explain
terms, call others in.
4. Translation Summarize/use insights
generated, and help others with
summarizations.
22 22
Benefit to
Collaboration
Primarily tonal;
builds community
and social capital.
Primarily content-
related; drives
innovation.

Four Discussion Disciplines:
23
Inclusion
Translation
Integrity
Courtesy
Which ones do you need to work on?

Conversation in your network:
Planning Exercise
24

Pick a network that matters to you...
1. Which of the KN Design Dimensions could strengthen
your network
1. Which 4 Discussion Disciplines does your network lack?
1. What awareness/tools can you put in place to improve
these disciplines, and catch and avoid the “anti”
behaviors?
1. Where might you pilot and how will you measure
success? 25

Your Networks
as
Innovation Levers
27

#1. Bridging: Translating an idea from one context to
the next context
4DDs: Translation,
Inclusion
Digital: idea-generation
and sorting using
whiteboards, OneNote,
(future: Cortex)
Pugh, Smarter Innovation, Ark Group, 2014 28

#2. Social integration: Road test (with people who are
different)
4DDs: Courtesy, Inclusion
Digital: Voting using polls,
routing, social media

#3. Capabilities Assessment: Asking, “Can we do this?”
“Who can do this in our ecosystem?”
4DDs: Integrity, Inclusion
Digital: Expert finder, NLP,
Forms to cull existing
capabilities, (future: Cortex)

#4. Market and industry exploration: Asking, “Is there a
market?”
4DDs: Integrity,
Inclusion, Translation
Digital: Standing Google
search, customer data
platforms (CDPs)

#5. Commercialization: Positioning, campaigning
4DDs: Inclusion, Integrity,
Translation
Ex: Using MS Planner, Trello,
Crimson Hexagon to get the
campaign going, do social
listening

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.”
One [facet] is the “outside in” aspect, where external ideas and
technologies are brought into the firm’s own innovation process...
The other, less commonly recognized aspect is the “inside out”
part, where un- and under-utilized ideas and technologies in the
firm are allowed to go outside to be incorporated into others’
innovation processes.
33Henry Chesbrough Blog, 3/21/2011 https://www.forbes.com/sites/henrychesbrough/2011/03/21/everything-you-need-to-know-about-open-innovation/#4aa53bf775f4

Open Innovation options
34
Intellectual property/invention
Does this come from the start-up,
themselves, or the partner
(convener) or is it crowd-sourced?
Human, process, social capital
(convener) or is it crowd-sourced?
Financial capital
(convener) or is it crowd-sourced?“A pair of Founders”

Rationale of the open innovation models
35
Convener
“crowd
sources” or
otherwise
sources new
IP
● Convener provides access
to expert network to
generate IP
● Convener could also
provide its own IP
● Convener quickly gets IP
developed, patented, while
also standing up or
crowdsourcing human,
process, or social capital
● Funding could be from
inside or outside
IP is from the
Start-up
● Convener provides
incubator-based training,
networking, coaching,
community
to dollar funding
● Convener stands up
specific human, process or
social capital quickly
to in-kind and dollar
funding
Startup brings team Convener convenes “open”
resources or acquires
staff for the start-up
Staffing of the Start-up Team
Source of
the
innovation

Map of some open innovation players
36
Convener
“crowd
sources” or
otherwise
sources new
IP
IP is from the
Start-up
Startup brings team Convener convenes “open”
resources or acquires
staff for the start-up
Staffing of the Start-up Team
Source of
the
innovation
Quirky
M13
M13
BCG Digital Ventures
GLG, Alphasights
OnFrontiers, Guidepoint
Y Combinator
Founders’ institute
Innocentive

4 Discussion
Disciplines
Knowledge networks Open Innovation
Objective Digital ideation; Foundation of
psychologically safe and productive
communication
Sustainable ideation, vetting
Foundation for process
Ideas brought in, ideas sent out
Leverage outside capabilities,
capacity
Headline Discussions start with people.
4DDs help people to get more out
of their interactions
Multiple potential outcomes: Design
for impact, but don’t assume you
can be “everything to everybody.”
Opening highly effective
networks can bring in key
perspectives for faster
innovation
Outcome
Examples
1. Solve group interaction
problems
2. Get focused, get answers
3. Build individual confidence
1. Learning/innovation
2. Member support
3. Translation/ Local Adaptation
4. Horizontal Coordination
1. Assess market faster
2. Iterate, pivot, incubate faster
3. Get capacity, capital, IP
Strengths Improve ideation
Improve involvement
Team/group growth
Reach and scale
Diversity, experimentation, bridging
Individual growth
Expanded reach and scale
Multiplied diversity,
experimentation, bridging;
Ecosystem growth
Weaknesses Easily counteracted by strong
personalities
Facilitation and sponsorship are often
overlooked requirements
Legal and relationship
management can be costly
From Interaction to Network to Ecosystem
37

Future of Work:
Planning Exercise
38

So, you are regrouping from Covid……
Think of the most challenging area of your business or your community
that will need innovation. How can you use Open innovation to solve your
business challenges?:
What levers can you pull to improve your innovation network?
- Build on your last exercise, but now use the 5 innovation levers and the
open innovation framework (2 x 2)
Future of work planning exercise
39

40
What levers can you pull to improve your innovation network?
- Build on your last exercise, but now use the 5 innovation levers
and the open innovation framework (2 x 2)

4 Discussion
Disciplines
Knowledge networks Open Innovation
Objective Digital ideation; Foundation of
psychologically safe and productive
communication
Sustainable ideation, vetting
Foundation for process
Ideas brought in, ideas sent out
Leverage outside capabilities,
capacity
Headline Discussions start with people.
4DDs help people to get more out
of their interactions
Multiple potential outcomes: Design
for impact, but don’t assume you
can be “everything to everybody.”
networks can bring in key
perspectives for faster
innovation
Outcome
Examples
1. Solve group interaction
problems
2. Get focused, get answers
3. Build individual confidence
1. Learning/innovation
2. Member support
3. Translation/ Local Adaptation
4. Horizontal Coordination
1. Assess market faster
2. Iterate, pivot, incubate faster
3. Get capacity, capital, IP
Strengths Improve ideation
Improve involvement
Team/group growth
Reach and scale
Diversity, experimentation, bridging
Individual growth
Expanded reach and scale
Multiplied diversity,
experimentation, bridging;
Ecosystem growth
Weaknesses Easily counteracted by strong
personalities
Facilitation and sponsorship are often
overlooked requirements
Legal and relationship
management can be costly
From Interaction to Network to Ecosystem
41
Discussions start with
people.
4DDs help people to get
more out of their
interactions.
Multiple potential
outcomes: Design for
impact, but don’t
assume you can be
“everything to
everybody.”
networks can bring in
key perspectives for
faster innovation.

THANK YOU Katrinabpugh@gmail.com
Sheryl.skifstad@gmail.com
42

Katrina PUGH, M.S./M.B.A.
44
Adjunct Faculty, Columbia University, President, AlignConsulting, New York and
Boston USA
Katrina Pugh is an Adjunct Faculty member and the former Academic Director of
Columbia University’s Information and Knowledge Strategy (IKNS) Master of
Science program. She specializes in business strategy, collaboration, social
network analysis, and knowledge-driven transformation. Kate is general editor
and co-author of Smarter Innovation: How Interactive Processes Drive Better
Business Results (Ark Group, 2014), author of Sharing Hidden Know-How: How
Managers Solve Thorny Problems with the Knowledge Jam (Jossey-Bass/Wiley,
April 2011), and has published in the Harvard Business Review, Sloan
Management Review, and Review of Economics and Statistics. Kate has over
twenty years of consulting and industry experience in the financial services,
health sciences, energy, information technology, and international development
sectors.

Sheryl Skifstad, M.S., M.B.A., PMP
45
Program Manager in IT for Procter & Gamble, Member of P&G IT Expert Hall of
Fame
Since joining P&G 2.5 years ago, she has delivered multiple ebusiness projects
supporting revolutionary new products for P&G. She has recently join the team as
the CTO, working on a new acquisition of an environmentally friendly diaper start
up. Prior to joining P&G, Sheryl had a long and varied career a Motorola including
working on Communities of Practice with the opportunity to sponsor projects with
the Columbia University’s Information and Knowledge Strategy (IKNS) Master of
Science program. Other highlights from Motorola include leading a Project
Management Organization and designing equipment for the Space Shuttle. She is
also a co-author of Beyond netiquette: Discussion discipline drives innovation in
Smarter Innovation: How Interactive Processes Drive Better Business Results (Ark
Group, 2014)

Selected References
• Algeo, Linger, Pugh PMI Report (2019), “ Building Project Management Capabilities with Knowledge Networks,” Project Management Institute Report, with
Chivonne Algeo and Henry Linger, October, 2019. https://www.pmi.org/learning/library/knowledge-networks-cop-11798
• Dahlander, Linus and Siobhan O’Mahony, “A Study Shows How to Find New Ideas Inside and Outside the Company” (HBR Blog, July 18, 2017)
https://hbr.org/2017/07/a-study-shows-how-to-find-new-ideas-inside-and-outside-the-company
• Huston, Larry, VP for Innovation and Knowledge and NAbil Sakai, SVP for Corporate R&D (2006) “Connect and Develop Inside Procter and Gamble’s new
model for Innovation” https://hbr.org/2006/03/connect-and-develop-inside-procter-gambles-new-model-for-
innovation?referral=03759&cm_vc=rr_item_page.bottom
• Kimberly A. Whitler (2019), “Big Firms Can't Innovate: How P&G Ventures Is Dispelling The Myth” Forbes, 4/13/2019 Kimberly A. Whitler is Senior
Contributor CMO Network https://www.forbes.com/sites/kimberlywhitler/2019/04/13/how-pg-ventures-is-dispelling-the-big-company-myth/#630bf23f6f66
• Pugh, Katrina (2019), “Midwest KM Symposium Conversation AI and AI for Conversation: Our role as KM’ers?”,
https://www.slideshare.net/Katepugh/midwest-km-pugh-conversational-ai-and-ai-for-conversation-190809
• Pugh, K., & Prusak, L. (2013). Designing Effective Knowledge Networks. MIT Sloan Management Review, 55(1), 79-
99.http://sloanreview.mit.edu/article/designing-effective-knowledg
• Pugh, Katrina (2020), “In the Digital Fray, Don’t just Converse. Collaborate!” Article in Linked In 3/30/20 https://www.linkedin.com/pulse/digital-fray-dont-
just-converse-collaborate-katrina-kate-pugh
• Pugh, Katrina (2017), “SIKM Leaders Collaboration and four discussion disciplines” https://www.slideshare.net/Katepugh/pugh-collaboration-and-four-
discussion-disciplines-for-sikm-171017
• Pugh, Katrina (2016), “Four Discussion Disciplines Drive Effective Online Collaboration,” https://sps.columbia.edu/news/four-discussion-disciplines-drive-
effective-online-collaboration , Columbia School of Professional Services, 2016.
• RedHat (2016), Open Source Way https://opensource.com/open-source-way
• Skifstad, Sheryl and Katrina Pugh (2014), “Beyond Netiquette,” In Smarter Innovation, 2014. https://www.amazon.com/Smarter-Innovation-Interactive-
Processes-Business/dp/1783581395
• Takahashi, M., Indulska, M., & Steen, J. (2018). Collaborative Research Project Networks: Knowledge Transfer at the Fuzzy Front End of Innovation.
Project Management Journal, 49(4), 36-52.
• Whitehurst, Jim (2016) CEO of Red Hat, wrote book by this name. https://www.amazon.com/Open-Organization-Igniting-Passion-
Performance/dp/1511392460 46

Scope and design KN using KN Effectiveness Framework
KN Behavior, Dynamics
(illustrative)
8DDs (+ #1,2,8)
(illustrative)000
KN
Outcomes
Are we trying to
create an artifact
that can scale?
Or, is the goal the
network potential
itself
Product
Think:
scalability
Members
Think:
social
capital
Learning/
Innovation
(e.g., SOPs)
Coordination
(e.g., food co-op) Capturing best practices on how reading
impacts economic growth, equity
Each member feels safe to raise concerns
about their adequacy to stand up to 'Big
tech.'
Translation/ Local
Adaptation (e.g.,
peer assist)
Member/ Member
Support (e.g.,
mentoring)
CoP/KN members share their concerns
around local political capital and develop
own local library funding policies
5 Operating Model
6 Convening
structures
7 Facilitation/
Social Norm
Library buying cooperative purchase
together and coordinate open source
activity for eBooks
One network member calls upon a fellow
member to help prepare for a meeting.
4 Inclusion/
Participation
3 Expert-learner
balance
Broad impact/
outcome?
47

Where do
we
compete?
How do we win?
How do we
Sustain
competitive
advantage?
1. Bridging
2. Social
integration
3. Capability
Assessment
4. Market and industry
exploration
6. Innovation
ecology
5. Commer-
cialization
Pugh, Smarter Innovation, Ark Group, 2014
Smarter
Innovation:
6 dimensions
48

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