New Principles of a Swarm Business Harvard Case Solution & Analysis

In every large company, group of creative people self-organize to explore and develop ideas that they care deeply about. These collaborative networks often include customers and others outside the boundaries of the enterprise. Take, for example, a car manufacturer BMW, which to numerous engineering problems on its Web site that will allow customers and designers to network and work together to develop the various features of future cars. Now collaborative innovation now extends from the generation of ideas and the development of products to the heart of business. In fact, some companies have based their entire business models on collaborative networks. A classic example is Wikipedia, a free online encyclopedia that relies on a swarm of people to write, edit, and then check the information in his records. According to the authors, these "business cluster" where e-business craze stopped, with one important difference: the e-business were primarily concerned with the eyeballs (getting as many people as possible to visit a particular Web site), while the second company tend mainly to create real value for the swarm. As companies such as BMW, IBM, Novartis, and others are discovering, digging businesses require a completely new corporate thinking. In particular, to benefit from a swarm of innovation, companies must (1) give more power to him, (2) to share with the swarm, and (3) to focus on the second, not to make money. Although the principles are different from the traditional way of doing business in several key ways, they are critical for companies to succeed in this new era of increased cooperation between the innovators, both inside and outside the organization. "Hide
by Peter Gloor and Scott M. Cooper Source: MIT Sloan Management Review 6 pages. Publication Date: April 1, 2007. Prod. #: SMR246-PDF-ENG

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