Planview IdeaPlace

Planview IdeaPlace, is a critical platform for the business to collect idea's linked to problems and challenges faced by the business, using the collective power of our work force. This platform truly serves as collaborative space for our work force to express their ideas and resolve business problems and support the direction the business is heading.

Planview IdeaPlace is well suited to tap into the startup mind set of a business work force, where they are looking for an avenue to channel their energy, ideals and their brain power for the good of the business. This can be seen as rewarding, active precipitation in helping the business solve problems.

We were moving away from a manual approach of capturing ideas and using a more systematic approach. Since we also already had the other Planview suite of tools, we figured it was best to continue with them. Elements from our project management system were integrated into Spigit and they were able to help us get set up and going pretty quickly as needed. The Planview Spigit system was implemented globally within our company, but mostly within the R&D department. We are still looking to see in what other ways we can use it with other departments.

Planview Spigit is best suited for capturing ideas and processing them for acceptance (or in our case, successful transition from idea to project). It might not be best suited for survey type of activities or capturing generic information. For example, if we wanted to check with all associates if they prefer t-shirts or water bottles as swag, or if they can communicate to us about a safety issue.

We are using the Spigit platform across the company. We are using it to find innovative solutions to broad client-driven problems. We are trying to address the problems of silos and grassroots idea flow across the company.

The Spigit platform works very well for escalating ideas and breaking down internal silos. We had a very positive response from our employees that used the tool.

Spigit is used in an innovation department to support innovation/crowdsourcing within the company. We use it for crowdsourcing of ideas, brainstorming, and problem solving.

Spigit is very good to "industrialize" a crowdsourcing campaign in a big company. You can launch a campaign very rapidly.

I have hands on experience experience deploying, launching, and operating Spigit software. This experience includes four deployments in organizations from ~1,000 users up to 165,000 users. I also have experience with the operation for two other companies. Across those deployments, it has been used both enterprise wide and with various departments whose leaders are looking for employee engagement in innovation activities.

Spigit is great for working with HUGE crowds and people who can't get together in person. It's also possible, with the right planning and experience, to "blend" digital and analog experiences to create a more robust user experience. There are times when meeting and collaborating without a crowd-sourcing technology in place is the right way to drive innovation. It's important to recognize those situations and not force the use of the technology.

We use the product to run and manage innovation challenges across the whole business. We also utilise the platform to capture insights that can be utilised to stimulate innovation.

Well suited to an engaged community with a focused challenge to be addressed and where there are good downstream processes to evaluate and progress ideas.
Works less well where just looking for general improvement.

It is open to being used across the whole organization, though select groups have used it thus far. It has done well to surface ideas for incremental improvement initiatives as well as enhance employee engagement. Each of the challenges we have run has led to actionable ideas and has seen very strong participation rates.

So far it has been very strong for running time-bound challenges. It would not be appropriate for teams not looking to support the program with dedicated resources (at least part of their full time role). There is a desire to use it in other settings in the future; can report back then on whether it is well-suited or not.

We use Spigit enterprise-wide to engage the workforce in solving challenging business problems. We have used the platform to address issues ranging from customer satisfaction to talent retention to specification development. Users included sales, marketing, customer service, operations, human resources, engineering, product development, and finance. We incentivized participation and rewarded those with the top ideas.

Spigit does a great job engaging users and providing a platform that looks and feels like social media. Navigation is intuitive and administrative functions are easy to understand. While reporting was cumbersome at first, we were able to create custom reports that worked very well for our business and provided sponsors with data needed to drive decisions.

Spigit is currently being used by one department for two purposes: the generation of ideas, and the management of ideas. We have launched two challenges to develop new product concepts, and we have also built out a separate component of Spigit to serve as a repository of ideas that are being considered for commercialization.

Spigit is an extremely valuable crowd sourcing tool. The interactive nature of the tool provides a very good platform for engaging users and encouraging dialogue among the user community. This leads to the development of a cohesive, well considered concept.

In my company, Spigit is used across the whole organization, with sponsorship and support from HR/Leadership & Development. It is used as a collaborative improvement tool to engage everybody in the company to take part in challenges of disruptive innovation, continuous improvement and operational (micro) improvement. In our company it plays firstly an educational role (to collaboration) and then an operational role. It may be considered in its experimental phase.

As I said, Spigit is a great trigger to share a change of culture when it comes to take part in the improvement and innovation of a company. It may be less appropriate to implement a structured innovation process, from idea to actual project. It is of course more appropriate in a digital ready company, otherwise your "experts" and "key figures" are not as easy to engage.