Accelerating Knowledge Sharing in Innovation Networks

💡 Why networking is important for research projects and consortia? 💊 In our 10-year research project (now in year 6) and multi-country consortia (9 partners), we have a work package - Networking, which I am co-leading. The aim is to create an environment that enables knowledge sharing and fosters long-standing research partnerships. Our Networking initiative is two-fold: - Networking within the Network: focused on enhancing inter-institutional communication, organizing joint activities, and fostering knowledge sharing and partnerships among our consortium. - Networking outside the Network: collaborating with local and global research initiatives, experts, and communities to create visibility, reputation, and connectivity. Our activities include topic-specific symposia at the forefront conferences in the field; "coffee clubs" for junior-senior scientist exchange; writing of joint (expert) opinions and statements; joint funding applications and of course social gatherings. Often overlooked, networking activities are invaluable and deserve a spotlight. Honestly, I am grateful to the funding body for recognizing its significance as a separate work package and including the milestones to report on. Here's why: 🤝 Networking enables interdisciplinary approaches, breaking silos and enriching our research endeavors. 🔍 Networking provides a platform for researchers to exchange information, share insights, support each other, and stay updated on the latest developments in their respective fields. 🗺 Engaging with researchers worldwide broadens our horizons, fosters diversity in thinking, and elevates the global impact of our research. There are countless more benefits! Share your experiences and examples. P.S. We also have a Policy work package 😉 #Research #Networking #Collaboration #Innovation

Believe it or not, one conversation is still tickling the back of my brain from November at Connected Claims USA... We're facing a critical inflection point in insurance: a mass exodus of expertise just as our workforce becomes more distributed than ever. Those invaluable "coffee machine moments" where junior adjusters learned from veterans? The overheard conversations that taught us unwritten rules of claims handling? They're vanishing in our hybrid world. But here's what excites me: innovative carriers aren't choosing between remote work and knowledge transfer – they're reimagining both. I'm seeing: - AI-powered mentorship platforms matching veterans with newcomers across time zones - Virtual reality simulations recreating complex claims scenarios - Digital "listening posts" where institutional knowledge is captured and shared - Hybrid collaboration spaces designed specifically for knowledge transfer The most successful organizations understand that technology alone isn't the answer. It's about creating intentional moments for connection, whether virtual or physical. From my conversations with industry leaders, the winners this year won't be those who simply throw technology at the problem. Success will come to organizations that thoughtfully design environments that preserve our industry's collaborative essence while embracing modern workforce demands. What innovative approaches is your organization using to bridge the knowledge-sharing gap in this evolving landscape? Share your wins (or challenges) below! #InsuranceInnovation #KnowledgeTransfer #InsurTech

Being agile and innovative is crucial for success in the constantly changing business landscape. Nick P. of Cloud Engineering at Fidelity Investments has shared a revolutionary approach called "empowered federation," which distributes the ownership of standards and best practices, allowing small groups to lead technical excellence and innovation within organizations. The Federated Model consists of three key elements: 1. Steering Group: This group comprises 5-10 members who are knowledgeable and passionate about specific technology problem areas. They align with the organization's technical needs and promote adopting best practices and standards inspired by open source projects. 2. Focus Groups: These groups work autonomously within their domain and help scale the steering group's strategy across the organization. They consist of engineers and technologists who help drive the adoption of best practices and standards. 3. Community: The heart of the model, where individuals collaborate, share knowledge, and network to foster a culture of continuous learning and improvement. Accelerating Adoption: The key to adopting new practices and standards is education. The model emphasizes the importance of demonstrating the value of these practices in real-world settings, building strategies transparently, measuring progress with clear metrics, and continually returning to education to drive innovation. Embracing a culture of knowledge sharing and best practices is crucial for agility and engineering excellence. Federated groups, supported by passionate communities, offer a robust framework for nurturing such a culture. https://lnkd.in/g_QcfuB5

The recent IESE Business School report, "Corporate Venturing Squads: Teaming Up with Other Corporations to Innovate with Start-Ups," discusses the concept of Corporate Venturing Squads (CVSs) - described as multi-partner strategic alliances where corporations collaborate to innovate alongside start-ups. The study, based on 50 cases across various regions, identifies six types of CVSs: - Scouting Force: One-time initiatives to generate deal flow by identifying potential start-up collaborations. - Scouting Platform: Ongoing platforms that continuously scout for start-up partnerships. - Joint Proof of Concept (PoC): Corporations collaborate with start-ups on specific projects to test new solutions. - Partnership: Long-term collaborations involving multiple PoCs with various start-ups. - Co-Investment: Corporations jointly invest in start-ups, sharing both risks and rewards. - Joint Fund: Corporations create a shared investment fund to support multiple start-ups over time. The report highlights several benefits of CVSs, including: - Access to Enhanced Deal Flow: Collaborating with other corporations broadens the pool of potential start-up partners. - Network Effects: Partnerships amplify resources and market insights, accelerating innovation. - Knowledge Sharing: Corporations can learn from each other's experiences and expertise. - Cost Reduction and Risk Mitigation: Sharing resources and investments reduces individual costs and risks. - Improved Credibility and Visibility: Joint ventures enhance market presence and reputation. The study also addresses challenges in forming and sustaining CVSs, particularly in governance and operational coordination. It emphasizes the importance of clear communication, defined objectives, and robust decision-making processes to overcome these hurdles. For Chief Innovation Officers, the report provides a typology to help select the most suitable CVS type based on strategic goals and time horizons. It underscores the significance of aligning corporate innovation needs with appropriate venturing mechanisms to maximize the benefits of collaboration. As always, great work from Mª Julia Prats, Josemaria Siota and colleagues! Here is the link to the full report: https://lnkd.in/dGRXuW3Y

Bridging Expertise and Imagination: The “T” Model for KM-Innovation Synergy ⚖️ In today’s Knowledge Management Global Network Knowledge Creation & Innovation session, Izhar Izhaki shared the way he utilizes the “T-model” for running an integrated knowledge and innovation strategy—developed inside a large legal unit. His key insight? Knowledge and innovation don’t compete—they amplify one another. Managed as one system, they generate momentum that neither could achieve alone. Here are 8 standout takeaways: 🎯 The vertical of the “T” is the core—expertise, quality, and structured knowledge. The horizontal activates it: tech, partnerships, and forward-looking culture. 💡 Contribute first, ask later. Demonstrate value by solving real problems from the start. In Izhar’s model, contribution isn’t a pitch—it’s a practice. 🧠 Hackathons, when well-crafted, deliver solutions that would otherwise require costly external consultants. 🏛️ A physical hub for innovation acts as a catalyst, accelerating both KM and innovation education across the organization. 🧩 Innovation isn’t an add-on—it’s embedded in operations through systematic idea capture, validation, and alignment with strategic goals. 📐 Process design matters. Structured yet flexible systems create space for creativity without losing focus. 💡 Simplicity is underrated. Some of the most impactful interventions come from low-tech, well-integrated methods. 🚪 **From gatekeeping to enabling—**KM becomes the launchpad for meaningful innovation. This isn’t about trends—it’s about building systems that serve and evolve. #KMGN #KnowledgeManagement #Innovation #KMStrategy #LegalKM #KnowledgeCreation #KMCommunity ROM Global Knowledge Summit Dublin