HYPE Enterprise vs. Powernoodle

Well Suited

• Idea Generation campaigns aimed at solving a specific problem. Contributors can be limited to certain groups, or it can be open to the whole organization.
• Open Innovation campaigns aimed at getting solutions from external sources (add-on module required).
• Continuous improvement process specific to functional areas.
• Processing, sorting, evaluating and scoring ideas.

Not Well Suited

• Surveys
• Managing Projects

Incentivized

Well Suited:

• Groups needing to make a decision
• Democratically based decision making
• Sensitive topics
• Discussions Groups needing input

• Hype Innovation allows for a full onsite implementation behind a firewall and does not need to communicate to an external server. This is a major advantage for a defense company.
• Hype Innovation is easily configurable by a systems admin with very limited knowledge of the product.
• Product Updates are rolled out quarterly and offered to all clients.
• Hype Innovation has a specific instance of their Hype software platform that is aimed at their clients and improving Hype itself. Feedback from their management is very quick.

Incentivized

• Powernoodle helped us to engage a wider and more diverse spectrum of people than we ever thought possible.
• The customer service is wonderful, I really enjoyed working with their employees to create a safe space for our end users, which ultimately gave us great results.
• Very user-friendly.
• People felt comfortable with Powernoodle and trust the anaominty of it, so they could speak their minds without fear of backlash.

• The concepts and projects module requires an overhaul to be more flexible. This is on their product roadmap.
• The software would benefit from the addition of an MS Exchange integration for receiving idea e-mails.
• Customisation of the layout and possible custom components is challenging.

Incentivized

• Our group found that it was sometimes difficult to respond immediately to directions from the facilitator, and that we needed time to absorb what was written on the tiles and what we were being asked to do. This put us behind on the schedule laid out for us. Part of the reason for this is, I'm sure, the fact that Powernoodle was new to all of us.
• Merging tiles that were similar is something only the facilitator can do, but it was confusing at times for our group to work together to decide which tiles should be merged. I think each of us should have emailed the facilitator with our ideas for merging tiles, however, this didn't happen with our group. We ended up having additional "private" meetings without the facilitator to make decisions about what should be merged. Perhaps there is a better way to handle this important step of merging tiles.

After evaluating numerous idea management and innovation management platforms, the main reasons we chose Hype Innovation were:

• On-premises installation (Viima did not allow this);
• Cost (Viima and IdeaDrop had substantially higher costs for the amount of users we required);
• Ease of Configuration (Viima was easiest to configure, but IdeaDrop was a challenge.);
• Customer Service (From initial contact to roll-out was 5 weeks).

Incentivized

• Longstanding issues with products and services have been made visible to the wider company and many solutions have been identified.
• A common idea management platform has allowed management to gauge the level of employee involvement and cross functional communication.
• Safe storage and archiving of ideas has enabled the company to keep track of inputs over time and refer back to ideas that were not relevant at the time of generation.
• The added workload of managing the innovation platform has meant that more money has had to be spent on the individual responsible for the platform.

Incentivized

• While we are still in the beginning stages of taking action on the decisions we made using the Powernoodle process, I have no doubt that there will be a very positive ROI on our overall objectives.