Democratizing Innovation: The increasing role of user communities

Summary from The Front End of Innovation Conference, May 2006.

Users are taking over many of the functions at the fuzzy front end of innovation. Through networked communities, committed and passionate people share their ideas for improvements to existing, or completely new products, generating fresh innovations. This process is self filtering, through trial, error, feedback and revision. Innovations reflect the hands on desires and needs of the users. These are often lead users, the early adopters who voluntarily provide knowledge, opinions and designs.

At the very early stages of development, every product is an information product. Communities of interest are where information is recorded and refined. These lead users generally foreshadow the greater market need, which is why their contribution is vitally important to manufacturers who are wise enough to observe and listen. Lead users also provide benefit where market demand is small or unclear.  

Citing the kite surfing industry as a supreme example, Von Hippel demonstrated the cycle of user driven innovation. Extreme sports excel in user product improvements. Approximately 37% of innovations in equipment design come from users. When early designs for a combination surf board and harnessed parafoil were combined to create a “kite board,” windsurfers were the first adopters. Communicating through online communities, they began posting highly sophisticated designs and CAD generated templates. These were downloaded by users who then hired local sail makers cut and stitch. The designs were superior to those of the manufacturers. Users provided ideas, testing, discussion and refinements. Manufacturers, bearing little risk, participated as the designs evolved, then purchased designs that the market had already proven to be successful.

That is a pattern seen in many industries. Users provide the need and imagination. Manufacturers provide the expertise to refine the production process and distribute. Most manufacturers do not want small, niche innovations, but watch for potential idea that match their capabilities and markets.

User innovations frequently combine elements readily available. Manufacturers often fail to recognize these as viable products initially. But, once the operating principles and value/use established, most of the hard work is done.

Another example cited was the Camelbak Hydration System developed by a bicycle racer who was frustrated with the cumbersome water battle holder attached to the bike frame. A paramedic by profession, he gathered familiar elements, IV bags and tubes, and sewed them to a shirt. Further refinements replaced the shirt with a modified back pack which also improved the biker’s balance. Constant hydration became a seamless activity. This is an example of functional novelty.

When Lego released Mindstorms, a robot building kit, they targeted an 8-13 year-old market. Within 3 weeks of introduction, 900 users (many adults) had hacked solutions, overwhelming the 5-10 Lego engineers with ideas which far outperformed the original product. Initially unsure whether to sue or integrate, Lego wisely decided to embrace the user community. It has become a vital part of a networked team of zealots for Mindstorms.

User innovation communities range widely from food, to paintball to mountain biking. Where manufacturers recognize opportunity, they acquire the designs. When markets appear as niches, new companies grow directly from the innovator groups. There are many models for the relationships between innovation communities and manufacturers. The models are not limited to manufacturing, but also extend into services.

With far more information than time, Von Hippel was forced to summarize quickly. No doubt he could have mesmerized the audience for another hour with his examples. In the end, communities and the information they share comprise the fuzzy front end innovation. How companies participate and the kinds of deals they make with the innovators are as varied as the products and services involved. But the voice of the customer is alive and well. In a symbiotic relationship of information and shared expertise, customers and companies can benefit from creative alliances.

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