Remove Crowdsourcing Remove Engagement Remove Government Remove Idea Generation
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Best Practices for Internal Crowdsourcing: Lessons Learned from NASA

IdeaScale

Learn innovation and crowdsourcing strategy from NASA. Do you want to know the secrets for success through internal crowdsourcing and innovation storytelling? government departments. NASA@Work, the space program’s internal crowdsourcing program, is charged with promoting knowledge-sharing and idea generation.

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Crowdsourcing and Smart City Innovation: A Winning Combination

Qmarkets

The evolving trend of smart city innovation is one that governments should be wholeheartedly embracing, but as with many government initiatives, seems to be having a hard time getting off the ground. Embedding crowdsourcing and innovation management into the smart cities initiative could be what makes the difference.

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Crowdsourcing and Smart Cities: A Winning Combination

Qmarkets

The evolving trend of Smart Cities is one that governments should be wholeheartedly embracing, but as with many government initiatives, seems to be having a hard time getting off the ground. Embedding crowdsourcing and innovation management into the Smart Cities initiative could be what makes the difference.

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Companies betting big on open innovation

hackerearth

Let’s look at some companies who have been driving immediate successes, engaging employees effectively, responding fast to cost pressures, shortening the time-to-market, and showing a significant rate of innovation. The company recently launched Deloitte Pixel, a worldwide enterprise crowdsourcing offering. General Electric.

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Rules of enterprise innovation

hackerearth

Tip: Conducting internal engagement activities such as hackathon helps. Identify good ideas, discard bad ideas, compartmentalize incremental and transformational ideas, select the best, and execute. The idea of crowdsourcing ideas and solutions has been around for centuries. Rigid Framework.

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Ideating at Enexis – Driving Operational Innovation in Dutch Energy Sector

Qmarkets

We are a regulated, government-owned monopoly that, unlike in the past, only ‘transports’ energy and don’t actually sell it. How have you handled innovation and specifically idea management in the past? Michiel: Originally we had a post-box where ideas were dropped and an anonymous guy in HQ would say yes or no – mostly no.

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Enexis Interview: Navigating Operational Innovation in an Environment Ripe for Innovation Stagnation

Qmarkets

We are a regulated, government owned monopoly that, unlike in the past, only ‘transports’ energy and don’t actually sell it. We now ask for their ideas and let them discuss, and grow their ideas in a transparent and constructive manner. But this wasn’t engaging and employees were left dissatisfied. What’s your secret?