mindjet customer success book_external

Customer Success Book How The World’s Most Innovative Companies Are Using SpigitEngage

SPIGITENGAGE CUSTOMER SUCCESS BOOK 2

SpigitEngage by

Use Case

Table of Contents

When most people think of innovation, they think of disruptive product innovations such as the iPhone, Tesla Model S, or Google Glass.

Yet, both disruptive and incremental innovation is taking place across all functional lines of business at some of the most iconic companies in the world. These companies are driven to innovate to enhance:

• Process Innovation

• Product Innovation

• Customer Experience

• Employee Engagement

SpigitEngage by

Industry

• Life Sciences

• Financial Services

• Technology

• Energy Services

• Manufacturing

• Education & Government

Sixty-one percent of CEOs worldwide say that innovation is a priority for their business, according to a PwC study. The need to innovate spans every industry, from life sciences to education, Manufacturing to Media. Industries using SpigitEngage include:

SpigitEngage by

Line of Business

Innovation is taking place across all functional lines of business including:

• Product Development

• Human Resources

• Marketing & Business

• Information Technology

SpigitEngage by

Customer

Mindjet is used by 85% of the Fortune 500 and 49 of the 50 most innovative companies. From process innovation to employee engagement, from human resources to IT, from life sciences to government, SpigitEngage is used by the most innovative companies in the world.

An A-Z listing of SpigitEngage clients.

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04

03 Use Case & Line of Business 04 Industry & Customer Table of Contents

3MINDJET CUSTOMER SUCCESS BOOK USE CASE

Employee Engagement

07 Novant Health

11 Allstate

17 Polaris

18 DPR Construction

21 British Government Agency

07 Novant Health

15 Scottish Water

18 DPR Construction

06 UnitedHealth Group

13 Cisco

15 Scottish Water

22 UK Cabinet Office

13 Cisco

10 Veridian Credit Union 08 Cambia Health Solutions

08 Cambia Health Solutions

20 Poway Unified School District


11 Allstate

17 Polaris



22 UK Cabinet Office

SpigitEngage by

Use CaseSpigitEngage by

Line of Business

Innovation for cost reduction and operational efficiency.

Innovation for new product and service development.

Innovation for improving customer experience.

Inovation for engaging employees and driving cultural change.

LINE OF BUSINESS

Process Innovation Customer Service Product Development

Marketing & Business

Human Resources

Information TechnologyProduct Innovation

03 Use Case & Line of Business 04 Industry & Customer Table of Contents

4

SpigitEngage by

IndustrySpigitEngage by

Customer


07 Novant Health


13 Cisco 17 Polaris

18 DPR Construction

15 Scottish Water 20 Poway Unified School District


22 United Kingdom Cabinet Office

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05

CUSTOMERMINDJET CUSTOMER SUCCESS BOOK INDUSTRY

Life Sciences Technology Manufacturing

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16

Financial Services Energy Services Education & Government

10 Veridian Credit Union

11 Allstate

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09PAGE

14PAGE

19

11 Allstate



13 Cisco

18 DPR Constuction

07 Novant Health

17 Polaris


15 Scottish Water


22 United Kingdom Cabinet Office

10 Veridian Credit Union

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY LIFE SCIENCES 5

06 UnitedHealth Group 07 Novant Health 08 Cambia Health Solutions

Leading health care providers including UnitedHealth Group, Cambia Health Solutions, Adventist Healthcare, The Hospital for Sick Children, Covidien, Life Technologies, DaVita, Blue Cross Blue Shield of North Carolina, and Novant Health have selected SpigitEngage to power their innovation programs. They are reducing costs and improving patient outcomes by engaging the crowd to surface and execute on the best ideas available.

The pharmaceutical industry, including companies Pfizer, Merck, Sanofi Aventis, Novartis, Novo Nordisk, and Teva, also rely on the power of SpigitEngage.

Life Sciences



UnitedHealth Group is the largest health and well-being company in the United States, serving over 85 million people worldwide. The top-20 Fortune 500 company is dedicated to helping people live healthier lives and making the healthcare system work better for everyone.

CHALLENGE

UnitedHealth Group recognized that the health care industry was facing many challenges and needed to be modernized. The company believed part of the solution was to leverage technology to crowdsource ideas. This could help spur the creation of new products and build an innovative culture that would reduce costs and significantly improve employee and customer engagement.

“Innovation is crucial to the future of health care, which is why we’ve made it a cultural initiative to develop new health programs that drive change in the market,”

said Greg Hicks, Director of Information Technology, Open and Collaborative Innovation.

SOLUTION

A new system was necessary to facilitate the innovation environment. It would allow employees to engage with senior leaders to share their ideas and secure funding to bring them to fruition. UnitedHealth Group launched an open innovation program to give employees easier access to leadership. It utilized Mindjet SpigitEngage (branded as “ignite! Innovation”) as the technology interface. This enabled employees to submit ideas in response to challenges and create a transparent connection with UnitedHealth Group leaders.

RESULTS

UnitedHealth Group made sure that innovation is more than just part of its mission statement, and the results have been dramatic. Employees now have an alternative way to

engage leadership and submit, share and give input on ideas. Annual surveys have shown significant increases in employee engagement scores and the perception of UnitedHealth Group as an innovative organization. More than 40,000 users have participated in the program to generate 8,600 ideas as of 2013. Given the early successes, UnitedHealth Group continued running CEO challenges in 2013, during which 8,500 employees cast a staggering 386,000 votes. Products that have been born from the program show the potential to eliminate $30 million in annual operating costs and dramatically improve patient care, health, and customer experience. “I have never seen anything like this where a company will invest in the diversity of its workforce to take on their ideas and actually implement them to better the health care system,” said Domonique Scott, a 2013 Hemsley Challenge finalist.



Novant Health is a not-for-profit integrated healthcare system with a single vision: to deliver The Remarkable Patient Experience. The health care provider’s 25,000 employees and physician partners care for patients and communities in North Carolina, Virginia, South Carolina and Georgia.

CHALLENGE

Novant Health has taken a progressive, forward-looking approach to the challenges facing the health care industry. Its vision rests with the belief that innovation in patient care should be driven clinically by care providers, and the organization implemented an innovation program to facilitate this. But health care is a complex industry. Caregivers often have few opportunities to collaborate in real time because they spend most of their time seeing patients. Communication is further stifled due to divisions between specialties and facilities. Novant recognized this as an

opportunity, and wanted to create an innovation infrastructure that would allow doctors, nurses, and clinicians to innovate seamlessly.

SOLUTION

Gymer and his team identified three important design features that they wanted to address to drive innovation in patient care: Boundary Spanning – Novant wanted to give caregivers the ability to collaborate across all boundaries.

Story Telling – The health care industry is connected by storytelling across strong informal networks. So it needed a system that uses narratives to propagate innovation.

Development Cycle – Development time needed to be reduced significantly—from over a year to 90 days or less.

Gymer called on the Mindjet Services Team, who were familiar with the industries and the best

practices that could help move them forward. “The Services team has great expertise in this area and is big enough to bring the appropriate use cases forward and provide the hands-on support that enabled us to turn our strategic vision into operational reality,” said Gymer.

RESULTS

Even at the early stages, Gymer and his team received great ideas that the organization could immediately act on. Novant was able to make a huge reduction in product development cycle time—from over a year down to just eight weeks. “Our CEO appreciates that in order to navigate the industry changes, we need to proactively hear from everyone in the company and our industry partners in order to continue to deliver The Remarkable Patient Experience in the communities we serve,” he said.



Cambia Health Solutions is a nonprofit total health solutions company based in Portland, Oregon, serving consumers and communities for nearly 100 years. Cambia companies provide a wide range of products and services, including healthcare information technology and software development, retail healthcare, and health insurance plans.

CHALLENGE

The way that people have viewed health care has changed. Over time, the health care system has grown more bureaucratic, complex, and expensive. Communities have grown, but that created distance from one another.

With great uncertainty and disruptive changes taking place in the American health care system, the senior leadership at Cambia was committed to “embedding innovation into the company’s bloodstream.” More than just

building a culture of innovation, the leadership team wanted to be a catalyst for transformation in the healthcare industry.

SOLUTION

According to Mohan Nair, Chief Innovation Officer for Cambia Health Solutions, “we had to become a lightning rod of innovation, attracting and engaging employees to join us in ideation and design.” Because of this, the Innovation Force (IF), the internal team Nair leads, was born.

After concluding that their homegrown solution utilizing SharePoint would be unable to meet their needs, Nair and his team turned to Mindjet SpigitEngage in 2012.

SpigitEngage was most aligned with the company’s philosophy. “We wanted to ensure employees that they worked somewhere that was cause-based, that Cambia was focused, not only on innovating, but establishing a culture of innovation with a clear

direction for where that innovation would lead us,” said Nair.

RESULTS

Cambia has seen significant returns on investment from its innovation efforts. A recent challenge yielded USD $4 million in cost savings associated with process changes.

Another igniter idea was turned into a new sales engagement tool, called Reform for Me, that has supported over USD $60 million in sales and renewals and is now being made available by IF to other health care/insurance providers to help them work with employers on understanding reform impacts. Additionally, through the efforts of the IF team, Cambia’s employees are believing in the company’s mission and core values. In Cambia’s annual employee satisfaction survey, 82% of employees agreed Cambia that encourages innovation, a huge improvement from 34% in 2013.

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY FINANCIAL SERVICES 9

10 Veridian Credit Union 11 Allstate

Leading financial services firms use Mindjet SpigitEngage to identify and develop new products, services, and operational improvements. From large global multinational firms such as Citi, and Fidelity to leading regional firms such as Boeing Employee Credit Union (BECU), LPL Financial, and Veridian Credit Union—the common denominator is a need to create a repeatable and sustainable program of innovation within their organizations.

Leading insurance companies such as Allstate, MetLife, Farmers Insurance, and AAA Mid-Atlantic also use SpigitEngage to engage their employees and identify process improvements, improve customer experience, and deliver new products and services.

Financial Services



Originally the John Deere Employees Credit Union, Veridian has grown to become the largest credit union in Iowa and among the top credit unions in the nation. Today’s Veridian Credit Union is a modern, full-service financial institution.

CHALLENGE

Facing a tough economy and an even tougher financial industry, Veridian Credit Union recognized a need to differentiate from its competitors, capture its members’ attention, and drive more revenue. So it unleashed a company-wide initiative, deciding that innovation would be its path to success in an industry that has been branded as stale, old school, and uninventive. Veridian set out to find the best way to innovate within the company and gather ideas from employees in order to drive towards a more innovative culture.

SOLUTION

Veridian launched its innovation program on Mindjet SpigitEngage in the summer of 2010. “SpigitEngage stood out because it was more than a project management tool with the term ‘innovation’ slapped on it,” said Paul Farmer, Innovation Officer at Veridian Credit Union. “It develops ideas and allows users to rate and grow them according to their relevance and worth to the company’s objectives through conversations, threads, and blogs.”

Right off the bat, the company picked up the new communication-focused culture with over 70% of their 500 employees joining in and testing the system. “After six months of deployment, [we experienced] upwards of 85% of the company entering ideas, voting on their favorites and graduating them into action,” said Farmer. “With the SpigitEngage system, Veridian can now measure and

report on net dollars saved or earned based on ideas produced or implemente. “It is really the driving force behind organizing and driving our innovative ideas.”

RESULTS

“Veridian tracked and reported a savings of $115,000 in the first 6 months by polling members and quickly implementing the best ideas,” said Farmer. Veridian is also planning to launch its first SpigitEngage challenge campaign this spring, focusing on “Apex,” which is an application that runs alongside core systems and automates manual tasks that employees would traditionally perform. With this campaign, Veridian will further instill the creative and idea-motivated culture that it is building by helping teams realize that they need each other to push ideas through.



The Allstate Corporation is the largest publicly held personal lines property and casualty insurer in America.

CHALLENGE

Allstate was historically a very traditional, risk averse company with solid core products. This didn’t lend itself to employee-sourced ideation and innovation. However, it realized that in order to improve its position in the market, it needed to drive disruptive change and develop more competitive products and services. It just needed a way to effectively tap and harness the collective intelligence of its employees. It wanted to engage all of its employees—from business partners and technology groups to call center specialists and claims adjusters—to help solve the biggest problems facing the company.

Although the company had begun incorporating innovation into its core values, the innovation team found the practice of meeting

one-on-one with employees to discuss ideas to be inefficient. The team came across a number of great ideas, but had no established way to capture, share, and grow them into actionable projects. They needed a system that was scalable and allowed for easy administration.

SOLUTION

“We reviewed a number of idea management platforms, but what sold us on SpigitEngage was the [platform’s] highly intuitive functionality and flexibility,” said Matt Manzella, Director, Strategy & Innovation Services at Allstate. “As a company that was looking to find an effective innovation solution that would enable us to hit the ground running quickly, SpigitEngage was the obvious choice for us.”

The team developed an ideation event that utilizes the SpigitEngage platform, known internally as a “Blitz”, which typically lasts 10 days. Over the past two years, the innovation

team has staged 1-3 Blitzes per month, engaging over 20 distinct Allstate business partners. The Blitzes generally focus on crowdsourcing ideas to address a specific problem.

RESULTS

The Blitz process has been instrumental in driving a cultural shift and improving employee engagement in innovation processes across Allstate. “The success that we experienced early on with the SpigitEngage platform gave us the reassurance we needed to expand our efforts, and ensured that we had ongoing executive support for the Innovation Engine,” says Manzella. Two years after launching SpigitEngage, Allstate has received over 2,500 ideas and has successfully implemented many of them, ranging from employee recognition concepts, mobile phone apps, and claims process improvements to new products and services.

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY TECHNOLOGY & COMMUNICATIONS 12

13 Cisco

The technology and communications sector is all about constant change happening at breakneck speeds. Adapting is not enough to survive—successful organizations drive transformative change on a daily basis.The most respected technology and communications companies like Cisco, Intel, and AT&T have developed advanced innovation programs that drive predictable, repeatable innovation and disruptive market changes. The most innovative technology and communications companies—along with 85% of the Fortune 500—use Mindjet SpigitEngage to power their innovation programs.

Technology & Communications

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY TECHNOLOGY & COMMUNICATIONS 13

13 Cisco

Cisco has shaped the future of the Internet by creating unprecedented value for its customers, employees, investors and ecosystem partners and has become the worldwide leader in networking — transforming how people connect, communicate and collaborate.

CHALLENGE

Cisco was eager to raise awareness of its role as an innovation leader and highlight its growing partnerships with governments and global communities in the United Kingdom. Newly-elected UK Prime Minister David Cameron also wanted to help encourage economic growth and accelerate innovation activity in the small-to-medium enterprise (SME) sector.

“...We wanted to have a meaningful impact attaching Cisco to the UK in a big way, making the focus on innovation, skills, and learning,” said Tom Kneen, Head

of Business Development at Cisco.

To add to the excitement around the London Olympics, the Cisco-led and government-endorsed British Innovation Gateway (BIG) program was created to support, recognize, and reward excellence in small business innovation.

SOLUTION

A yearly award program was created, called the BIG Awards, with the goal to help accelerate the growth of UK-based startups and SMEs.

“We wanted to make sure we thought about the needs and requirements of the startups themselves, and ensure that we got a genuine community feel surrounding the competition, because the BIG Awards were just one component of BIG,” said Kneen.

Cisco selected Mindjet SpigitEngage to power the BIG open innovation community and

worked closely with the Mindjet Professional Services team to develop and manage the program.

RESULTS

The BIG Awards were a huge success, uncovering some of the UK’s most innovative companies. After whittling down more than 300 entries to 20 semi-finalists, and letting six finalists battle it out in an exciting ‘Dragons’ Den’ style live pitch, Cisco’s first-ever BIG Awards winner was announced— SnapFashion, which combined fashion with technology using a powerful search engine to find items of clothing.

“Not only were we very pleased to discover things we didn’t know through building and executing the competition and working with SpigitEngage, but additionally the quality that came out the other end was quite staggering and we were quite amazed. It’s been a truly eye-opening experience and very motivational for our own staff,” said Kneen.

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY ENERGY SERVICES 14

15 Scottish Water

The energy demands of our ever-growing population increases daily. And so does the demand for new sources of energy that are renewable, sustainable, and cost-effective. Innovation is the only fuel that can meet the world’s burgeoning demand for power.From the companies at the source—like BP, Baker Hughes, and GE Oil and Gas—to utilities like Duke Energy, the National Grid, and Covanta Energy—they all know that constant technological innovations are required to keep the lights on. That’s why the top energy services companies all use Mindjet SpigitEngage.

Energy Services

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY ENERGY SERVICES 15

15 Scottish Water

Scottish Water, a public utility headquartered in Dunfermline Scotland, is the sole provider of water services for Scotland. It serves over 5 million customers in 2.4 million households and employs more than 3,700 people.

CHALLENGE

Drinking water and waste programs are highly regulated in the UK. Utilities are required to constantly improve upon wastewater compliance, while reducing the number of flooding incidents and keeping worker quality high. To help sort through the various industry challenges, Scottish Water’s innovation team began searching for ways to evaluate and solve these problems internally.

One of the biggest challenges in the water business is staying on top of efficiencies and seeking new ways to deliver

sustainable water services. According to George Ponton, Head of Research and Innovation for Scottish Water, meeting regulatory requirements as well as adapting to the day-to-day issues that arise in the water business is particularly challenging.

SOLUTION

With a recommendation from Scottish Water’s IT team, the innovation group chose Mindjet SpigitEngage as the innovation platform for the organization.

It was quick to adapt to a solutions-based problem solving approach. With added structure from the SpigitEngage platform, the innovation team was able to identify several categories into which the employees were able to provide valuable feedback.

RESULTS

The company has been predominantly using SpigitEngage to capture ideas for the overall business. Through the innovation

tool, Scottish Water was able to come up with an idea for a mobile app that allows customers to quickly report service problems and dangerous conditions like leaks or loose manhole covers. The app has already dramatically reduced the time it takes from reporting to sending out field technicians to remedy the problem.

While Scottish Water is already seeing the business gains from such distributed innovation measures, Ponton and his team are also measuring the level of engagement amongst participants.

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY MANUFACTURING 16

17 Polaris 18 DPR Construction

The manufacturing sector is constantly challenged with creating new products, improving product quality, and reducing operational costs. This all occurs in the face of increasing global competition and government and environmental regulation, making innovation a high priority. In fact, according to the National Network for Manufacturing Innovation, innovation has become the number one priority in the manufacturing sector.Companies including Polaris, Tyco Electronics, Jarden Corporation, Gates Corporation, and AGCO chose SpigitEngage to drive innovation within their organizations and with their partner and supply chain networks in order to create new products and drive their competitive capabilities.

Manufacturing



Polaris Industries Inc. has been designing, manufacturing and marketing off-road vehicles for more than 60 years. It is the global market leader in recreational ATVs, snowmobiles, motorcycles, and tactical military vehicles. Polaris firmly believes that the key to its success is passion, ethics, integrity, and innovation.

CHALLENGE

Despite the success of an existing employee innovation program at Polaris, slow growth and a cumbersome process signified the need for a change within the organization. Polaris recognized that they needed ways to increase engagement while working within the company’s established environment.

Polaris previously hosted an idea contest as a way to spark creative brainstorming and innovation amongst its employees. While in recent years the idea contest had become increasingly open to employees,

Polaris wanted to broaden access to all employees to answer key questions posed by the contest sponsors and to provide more insight into why certain ideas were deemed more valuable than others.

“We are a global company so connecting with our global partners and with our employees overseas is something that we’ve wanted to nurture and develop,” said Jodi Sorenson, Project Leader, Innovation at Polaris. “We want to make those connections happen, and we want ideas from all employees, everywhere.”

SOLUTION

Polaris implemented Mindjet SpigitEngage to revamp its idea contests. In addition, Polaris used SpigitEngage’s Automated Idea Graduation feature to surface the best ideas. Automated Graduation does this by considering multiple measures of innovation activity by the crowd in order to vet ideas and automatically advance the most promising ones to the next stage.

RESULTS

After adopting SpigitEngage for its idea contest, idea submissions more than doubled with the annual count totaling 249 submissions. Perhaps most rewarding was the increase in collaboration with 1387 people voting and 358 comments coming from across the organization.

Polaris’ revamped idea contest examined three challenge questions: One was product-based, another customer-based, the third was competition-based.

Highlights from administrators and experts within the community included increased transparency— particularly between the different functional areas—increased and more visible engagement, as well as proliferation of ideas through comments.



DPR Construction is a USD $2.5 billion construction firm, employing nearly 3,000 individuals in 18 offices nationwide. It specializes in technically challenging and sustainable projects.

One of DPR’s core values is “ever forward”. This represents its belief in self-initiated change, improvement, learning, and the advancements of standards. DPR made innovation the cornerstone of its core values over 20 years ago, before it was the norm in many industries.

CHALLENGE

On any given project, specialized skills and services are required by individuals and subcontractors. It is imperative that information be disseminated in real time due to safety concerns, escalating costs, complex interdependencies and long lead times for materials and specialized equipment. Under these constraints, collaboration,

problem solving, and innovation can prove challenging.

DPR’s original innovation process, Opportunities for Improvement (OFI), was well intentioned but fragmented. Each office managed its own “Ever Forward” process, which reduced company-wide visibility into ideas developed at the local level. There was a need for a more transparent way of sharing ideas.

SOLUTION

After first deploying SpigitEngage in a single region, DPR opened the door to idea sharing and collaboration company-wide. Every idea is collected and considered—ideas small and large have the potential to be game changers. Ideas bubble up to the innovation team as they advance through the platform’s automated idea graduation thresholds, and the team then reviews up to 10 ideas for implementation weekly.

RESULTS

Efforts are aimed at developing strategies to work more effectively at every level of the construction process. “As a whole, we have adopted the concept of field mobility...getting technology into the hands of those who never thought they needed it or wanted it in the past,” says team member Dan Tran. One very successful idea is the field kiosk. “We looked at how much time a field foreman or superintendent spent walking back and forth between the jobsite and the trailer to look at blueprints. If we could bring technology out to the field so that blueprints could be right there, this would save quite a bit of time,” says team member Nathan Wood. Superintendents, now save an average of eight hours per week using the field kiosk — that’s an incredible 20 percent increase in efficiency from one idea.

SPIGITENGAGE CUSTOMER SUCCESS BOOK INDUSTRY EDUCATION & GOVERNMENT 19

20 Poway Unified School District 21 British Government Agency 22 United Kingdom Cabinet Office

Innovative social enterprises are using new technology and new business models to help spur improvements in curricula, delivery, measurement, and student safety. These innovators are coming together to form a new education ecosystem—an ecosystem that serves to foster positive change through innovation.Educational leaders using Mindjet SpigitEngage to drive innovation include Poway Unified School District, Bridgepoint Education, Houghton Mifflin, Ingeus UK Limited, and Minnetonka Public School District.

Education



The Poway Unified School District consists of 25 elementary schools, 6 middle schools, 5 high schools, one continuation high school, and one adult education school, serving approximately 35,000 students in San Diego, California.

CHALLENGE

After the tragedy at Sandy Hook Elementary School in Newtown, Connecticut, safety was foremost in the minds of the public and educators. Poway Unified School District (PUSD), the largest district in San Diego, felt compelled to do more than merely evaluate issues of campus security. It wanted to improve the safety and security of all students and staff district-wide. In addition to security, there was great concern for providing both social and emotional support for the entire organization.

PUSD made a decision to

implement a program and process that would enable the district to address these issues by engaging faculty and community in the effort.

SOLUTION

The district rolled out its new Innovation University (InnovationU) to all employees. Built on the Mindjet SpigitEngage platform, InnovationU is a comprehensive enterprise platform that facilitates ideation and directs participation toward solving tangible needs of an organization. The platform was an entirely new method to tap into the creativity and innovation of the broadest segment of PUSD’s stakeholders. PUSD created a challenge specifically targeted at solving the issues surrounding providing a safer, more secure, and emotionally supportive learning environment. Statistics provided by the SpigitEngage platform showed participation was well in excess of what was originally

expected, validating the district’s decision to provide all-inclusive access.

RESULTS

Within a month, the InnovationU Challenge received 97 ideas. In addition, there were over 1500 votes placed. Of these ideas, 17 graduated to higher stages of development, aptly titled the “Junior and Senior” stages.

“Through this process, our district has become more aligned and connected. We have captured the voices across our district, engaging our teachers, bus drivers, cafeteria workers, and other employees from all corners of our organization with the overarching mission of providing the best environment for our students’ education,” says John P. Collins, PUSD Superintendent.



One of the UK’s largest public agencies, with more than 100,000 employees servicing over 20 million customers, was focused on decentralizing innovation. The organization hoped to engage each and every employee in the innovation process. The agency’s traditional suggestion box lacked the necessary infrastructure to effectively manage and develop ideas.

CHALLENGE

Historically, the agency consisted of a number of departments, all of which functioned largely independently. Seeing the duplication and inefficiency inherent within these organizational silos, there was an agency-wide drive for continuous improvement to encourage learning.

SOLUTION

Realizing the need for a centralized approach to idea management, the agency implemented SpigitEngage and

its community called “Idea Street.” Additionally, a Lean Development Center was established within the agency’s largest department. The Lean Development Center was charged with looking at different areas of continuous improvement, business processes that could be improved and standardized across the organization.

Recognizing that a relationship between the agency’s Lean Development Center and the newly formed SpigitEngage Idea Street community could prove mutually beneficial, the two groups decided to team together. Idea Street’s innovation efforts, previously limited by the number of available hands in community to implement ideas, were helped considerably with the addition of everyone involved at the Lean Development Center.

While Idea Street could offer Lean-enhanced collaboration, transparency, and organizational learning, Lean could offer Idea Street and the innovation community a ready-made system for idea implementation. This

extension of Idea Street, a community called “Let Us Know,” included Lean practitioners in the early stage of idea development so that idea submitters could be helped with root cause analysis to try to get a better quality solution at the outset. Others could then see and comment so the agency could draw on the expertise within the organization to develop ideas and extend insight and learning in the process.

RESULTS

Within the first year, the agency had realized more than £20,000,000 (GBP) in cost savings. This tremendous effort was the result of 4,500 users contributing 1,400 cost-saving ideas of which 63 were implemented.

“We have a large geographically distributed organization,” said the innovation manager. “The value of enabling everyone to collaborate on a single concept is worth the investment alone not to mention the tens of millions in savings from implemented ideas”.



The United Kingdom Cabinet Office is responsible for supporting the United Kindom’s Prime Minister, Deputy Prime Minister, and Cabinet. The Cabinet Office is also the corporate headquarters for government, in partnership with the Treasury.

CHALLENGE

The United Kingdom Cabinet Office was searching for innovative solutions from small and medium enterprises (SMEs) that could provide high-value products and services to the public, and save the Government money. However, historically SMEs have felt that they are at a disadvantage to larger companies in engaging with Government procurement processes, or have lacked the awareness and resources to do so.

“We needed a way to collate ideas from what would potentially be hundreds of SMEs, with the ability to analyze all of them objectively in a reasonable timeframe.” said David Gigg of the UK Cabinet Office SME Program.

SOLUTION

The Cabinet Office developed its Innovation Launch Pad (ILP), supported by Mindjet’s innovation management software, SpigitEngage. An Open Innovation Challenge was designed to gather proposals from UK SMEs.

In collaboration with the Mindjet Innovation Services team, the Cabinet Office devised a six-stage program format for the initial ILP challenge, which began with a month long submission phase, before enabling additional commenting on and revision of submitted proposals in phase two. Phase three engaged civil servants and expert groups from consultancy houses to review all submissions and highlight top proposals, followed by voting within SpigitEngage. A final analysis was undertaken and a selection of 25 proposals were recommended for an intensive mentoring process, during which a mentoring group helped the SMEs develop their value propositions and produce full proposals.

During the final stages of the program, nine finalists were selected by discussion and voting that fed automated idea graduation within SpigitEngage, significantly reducing the manual work required to identify the most popular ideas. A final ‘Dragon’s Den’ style presentation was held, which showcased the nine best participants.

RESULTS

The Innovation Launch Pad exceeded the expectations of The Cabinet Office with over 2,100 registered users and 355 proposals submitted through the SpigitEngage platform; surpassing the initial goal of just 100.“The response to the Innovation Launch Pad on SpigitEngage surpassed our expectations,” said Gigg. “It’s not just the quantity of the responses, but the quality of the submissions that were selected by the crowd that really made the difference.”

SPIGITENGAGE CUSTOMER SUCCESS BOOK 23

[1] IDC MarketScape: Worldwide Innovation Management Solutions 2013 Vendor Analysis

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Mindjet provides the leading SaaS platform to drive repeatable business innovation. Our innovation management suite, including SpigitEngage and MindManager, are used by the world’s most innovative brands and over 85% of the Fortune 500. Our technology platform incorporates social dynamics, purposeful collaboration, visual mind mapping, crowd science, and analytics. Our software capabilities help leading brands surface and develop the best ideas from their employees, partners and customers to drive product and process innovation and create an engaged organization with a culture of innovation. Mindjet is headquartered in San Francisco with offices throughout the US, UK, France, Germany, Japan, and Australia.

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