1. Bootstrapping Innovation
For Patty’s Visionaries May 12-13, 2010
Christina Engelbart Executive Director Doug Engelbart Institute

2. 01 Who we are
02 Basic premise
03 Approach
04 In action
05 Q & A

3. Boosting Collective IQ
01 Who we are
“Boosting mankind’s capability for coping with complex, urgent problems”
Boosting Collective IQ

4. 02 Basic premise

5. People Knowledge Tools
Goal
To increase innovation capacity
vs. Collective IQ
To improve how we solve important challenges together
leveraging the untapped potential of
People Knowledge Tools
In order to:
make smarter choices
achieve more brilliant outcomes
Increase innovation capacity AND overall effectiveness
reverberating benefits to society

6. Complexity and urgency scaling up
Challenge
Complexity and urgency scaling up
exponentially
Rate of change
with Collective IQ plan
with innovation plan
Organizations
with no innovation plan
World’s problems increasing in complexity and urgency, as with challenges and opportunities we face
Already we are not adequately addressing serious problems in economy, energy, food supply,, water supply, environmental concerns, war and other gross injustices
If we already had higher collective IQ, are there tragedies we might have prevented? (British Petroleum fiasco, economic collapse, war?
What would the world be like if we doubled our Collective IQ in 5 years, or 2 years?

7. Complexity and urgency scaling up
Challenge
Complexity and urgency scaling up
exponentially
Rate of change
with Collective IQ plan
with innovation plan
with no innovation plan
World’s problems increasing in complexity and urgency, as with challenges and opportunities we face
Already we are not adequately addressing serious problems in economy, energy, food supply,, water supply, environmental concerns, war and other gross injustices
If we already had higher collective IQ, are there tragedies we might have prevented? (British Petroleum fiasco, economic collapse, war?
What would the world be like if we doubled our Collective IQ in 5 years, or 2 years?
A difference in untapped potential

8. Complexity and urgency scaling up
Challenge
Complexity and urgency scaling up
exponentially
Rate of change
Rate of change
with Collective IQ plan
with innovation plan
with no innovation plan
World’s problems increasing in complexity and urgency, as with challenges and opportunities we face
Already we are not adequately addressing serious problems in economy, energy, food supply,, water supply, environmental concerns, war and other gross injustices
If we already had higher collective IQ, are there tragedies we might have prevented? (British Petroleum fiasco, economic collapse, war?
What would the world be like if we doubled our Collective IQ in 5 years, or 2 years?
Which path is your organization, government, or society taking?
or your customers, providers, partners, competitors, …?

9. Complexity and urgency scaling up
Solution
Complexity and urgency scaling up
exponentially
Rate of change
Rate of change
with Collective IQ plan
with innovation plan
with no innovation plan
World’s problems increasing in complexity and urgency, as with challenges and opportunities we face
Already we are not adequately addressing serious problems in economy, energy, food supply,, water supply, environmental concerns, war and other gross injustices
If we already had higher collective IQ, are there tragedies we might have prevented? (British Petroleum fiasco, economic collapse, war?
What would the world be like if we doubled our Collective IQ in 5 years, or 2 years?
The solution is Bootstrapping Innovation for for dramatic gains in effectiveness, productivity, innovation, competitiveness, and success AND benefit to society
Bootstrapping Innovation
A strategy for ramping up your innovation capacity
with built-in multiplier effect
that boosts your Collective IQ exponentially

10. 03 Approach

11. Network Your Innovators Leverage Collective IQ Co-Evolution Frontier
Bootstrapping Innovation Organizing Principles
what
Network Your Innovators
Leverage Collective IQ
Bootstrap Leverage
Co-Evolution Frontier
Focus on Capability
path
who
how x 2

12.  What are you innovating? Address important need Innovate capability
Know your capability landscape (capability drill-down)
Focus on Capability 

13. Capability Infrastructure
Capability Landscape
Focus on Capability 
Paradigms
Organization
Procedures
Values Customs
Methods
Language
Skills
Knowledge
Learning
Attitudes
Human System
Facilities
Media
Tools
Machinery
Vehicles
etc.
Tool System
Capability Infrastructure
Like isolating genes in the DNA
Scoping:
products/services
in-house capacity
core competencies

14. Capability Infrastructure
What are you innovating? (cont.)
Address important need
Innovate capability
Know your capability landscape (capability drill-down)
Focus on Capability 
Broaden horizon
Drill down for hidden opportunities
Paradigms
Organization
Procedures
Values Customs
Methods
Language
Skills
Knowledge
Learning
Attitudes
Human System
Facilities
Media
Tools
Machinery
Vehicles
etc.
Tool System
Capability Infrastructure

15. Network Your Innovators
Who is innovating?
Identify key stakeholders
Know the ABC Model (capability drill-down)
Network Your Innovators 
Three levels of innovation in an organization
At the A level, product R&D
At the B level, innovating how we do business at the A level, for example improving the accounting procedures, product R&D methodologies, looking at new ways to measure customer satisfaction, new protocols for issuing a press release , how we document legal issues – any time we look at how to improve some part of the day to day operations, that’s a B Activity
At the C level, innovating how we innovate at the B, C or A levels including how we identify and assess opportunities to improve, how we research candidate solutions, how we engage stakeholders in the process, how we pilot test a new tool or procedure, how we roll it out throughout the organization
For more on the ABC model see The ABCs of Organizational Improvement

16. Network Your Innovators
ABC Model
Customer
Any Organization
Customer A
Core Business Activity
Network Your Innovators  H T H T B
Improves A's Capabilities
Improves product cycle
Three levels of innovation in an organization
At the A level, product R&D
At the B level, innovating how we do business at the A level, for example improving the accounting procedures, product R&D methodologies, looking at new ways to measure customer satisfaction, new protocols for issuing a press release , how we document legal issues – any time we look at how to improve some part of the day to day operations, that’s a B Activity
At the C level, innovating how we innovate at the B, C or A levels including how we identify and assess opportunities to improve, how we research candidate solutions, how we engage stakeholders in the process, how we pilot test a new tool or procedure, how we roll it out throughout the organization
For more on the ABC model see The ABCs of Organizational Improvement
Improves improvement cycle C
Improves B's Capabilities
Capabilities augmented by Human (H) and Tool (T) systems

17. Network Your Innovators
ABC Model
Customer
Any Organization
Customer A
Core Business Activity
Network Your Innovators  H T H T
Example B
Improves A's Capabilities
Improve how A engages customer
Three levels of innovation in an organization
At the A level, product R&D
At the B level, innovating how we do business at the A level, for example improving the accounting procedures, product R&D methodologies, looking at new ways to measure customer satisfaction, new protocols for issuing a press release , how we document legal issues – any time we look at how to improve some part of the day to day operations, that’s a B Activity
At the C level, innovating how we innovate at the B, C or A levels including how we identify and assess opportunities to improve, how we research candidate solutions, how we engage stakeholders in the process, how we pilot test a new tool or procedure, how we roll it out throughout the organization
For more on the ABC model see The ABCs of Organizational Improvement C
Improves B's Capabilities

18. Network Your Innovators
ABC Model
Customer
Any Organization
Customer A
Core Business Activity
Network Your Innovators  H T H T
Example B
Improves A's Capabilities
Three levels of innovation in an organization
At the A level, product R&D
At the B level, innovating how we do business at the A level, for example improving the accounting procedures, product R&D methodologies, looking at new ways to measure customer satisfaction, new protocols for issuing a press release , how we document legal issues – any time we look at how to improve some part of the day to day operations, that’s a B Activity
At the C level, innovating how we innovate at the B, C or A levels including how we identify and assess opportunities to improve, how we research candidate solutions, how we engage stakeholders in the process, how we pilot test a new tool or procedure, how we roll it out throughout the organization
For more on the ABC model see The ABCs of Organizational Improvement C
Improves B's Capabilities
Improve how B innovates

19. Network Your Innovators
Who is innovating? (cont)
Identify key stakeholders
Know the ABC Model (capability drill-down)
Opportunity to network vertically and horizontally
Network Your Innovators  C
Customer H T A B
Three levels of innovation in an organization
At the A level, product R&D
At the B level, innovating how we do business at the A level, for example improving the accounting procedures, product R&D methodologies, looking at new ways to measure customer satisfaction, new protocols for issuing a press release , how we document legal issues – any time we look at how to improve some part of the day to day operations, that’s a B Activity
At the C level, innovating how we innovate at the B, C or A levels including how we identify and assess opportunities to improve, how we research candidate solutions, how we engage stakeholders in the process, how we pilot test a new tool or procedure, how we roll it out throughout the organization
For more on the ABC model see The ABCs of Organizational Improvement
Point of greatest leverage

20. Leverage Your Collective IQ
How are you engaging?
Establish how your network will engage
Know your Collective IQ (capability drill-down)
Leverage Your Collective IQ 

21. Leverage Your Collective IQ
“How well people work collectively”
How quickly and intelligently people can respond to a situation collectively… H T
Leverage Your Collective IQ 

22. Leverage Your Collective IQ
“How well people work collectively” H T A
Cus B S C
Leverage Your Collective IQ 
How Interact
• Shared values
and vision

23. A group brain emerges External Environment Interacting Ingesting
Scanning
External Environment
Rationale
Mtg Records
Reports
Proposals
Plans
Intell
Lessons Learned
Commentary
Contracts
Source Code
CONCURRENTLY:
• Assessing
• Digesting
• Integrating
• Collaborating
• Developing
• Applying
• Learning
• (Re)using
A Dynamic Knowledge Repository (DKR) emerges

24. A group brain emerges External Environment Interacting Ingesting
Scanning
External Environment
Rationale
Mtg Records
Reports
Proposals
Intelligence
Lessons Learned
Commentary
Contracts
Source Code
Plans
CONCURRENTLY:
• Assessing
• Digesting
• Integrating
• Collaborating
• Developing
• Applying
• Learning
• (Re)using
Things quickly get out of hand

25. Dynamic Knowledge Environment
The center of gravity and core capability for boosting innovation and Collective IQ
External Environment
Interacting
Ingesting
Scanning
CONCURRENTLY:
• Assessing
• Digesting
• Integrating
• Collaborating
• Developing
• Applying
• Learning
• (Re)using

26. Leverage Your Collective IQ
How are you engaging? (cont)
Establish how your network will engage
Know your “Collective IQ” (capability drill-down)
Foster Dynamic Knowledge Environment
The basis for your Innovation Ecosystem
Human System
Tool System
Capability
Rationale
Mtg Records
Reports
Proposals
Plans
Intell
Lessons Learned
Commentary
Contracts
Source Code
Leverage Your Collective IQ 

27. Bootstrapping Leverage
Walk Your Talk
If using what you provide increases your Collective IQ, offers compounding ROI
The more your products/services help to increase Collective IQ, the greater ROI
Think x 2
Bootstrapping Leverage 

28. Co-Evolution Frontier
Push the Frontier
Be pioneers, use build-and-try approach
Experiment with whole capability
Experiment in pilot opportunities
How much can you deploy, how fast?
Co-Evolution Frontier 

29. Point of greatest leverageC
Customer H T A B
what
who
how
Point of greatest leverage x 2
Paradigms
Organization
Procedures
Values Customs
Methods
Language
Skills
Knowledge
Learning
Attitudes
Human System
Facilities
Media
Tools
Machinery
Vehicles
etc.
Tool System
Capability Infrastructure
path

30. 04 In action

31. Bootstrapping Innovation Launch Scenario
Focus on Capability
Form Special Team
New innovation team at C level
Focus = Innovation, CIQ
Recruit from B-level teams
Establish DKE & IE, vision, etc., Estimate Collective IQ Index* Fill out BI Worksheet*
Be model users
Research, experiment H/T #1
Keep iterating all five
Connect with others on this path
Co-Evolution Frontier
Network Your Innovators
Bootstrap Leverage
Leverage Collective IQ
*Find resources at select Vision

32. Bootstrapping Innovation
Focus on Capability
Take Aways
Collective IQ strategy to increase innovation capacity
New core competencies
Ecosystem approach
Innovation Neural Network
Scales up exponentially
It’s easy to get started!
Greatest point of leverage, cost-effective, ROI ,TBL 3
Co-Evolution Frontier
Network Your Innovators
Bootstrap Leverage
Leverage Collective IQ 3

33. 05 Q & A

34. Network Your Innovators Leverage Collective IQ Co-Evolution Frontier
Bootstrapping Innovation Organizing Principles
Network Your Innovators
Leverage Collective IQ
Bootstrap Leverage
Co-Evolution Frontier
Focus on Capability