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Project 002 GINA - Assignments

computer engg (Dr. D.Y. Patil Institute of Engineering, Management and Research)

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Mini-Project
On
“Case Study on Global Innovation Network and Analysis(GINA)”

Submitted in partial fulfillment of

The requirement for the degree
of

COMPUTER ENGINEERING

Submitted By:

Rahul Patil
Aitwad Rushikesh
Mohit khodse
Shreyash Nanaware
Hrishikesh Raj
Rohit Kumar

Batch: 2021-22 Department

of Computer Engineering
D. Y. Patil College of Engineering, Ambi, Pune Year:
2021-22
Semester: VI
(Mrs. Damini Deore) Prof. Prof.S. S. Biradar

Project Guide HOD Computer Dept.

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 lOMoARcPSD|40396157

‘‘Case Study on Global Innovation Network and

Analysis(GINA)”

Which is being submitted by

Rahul patil
Aitwad Rushikesh
Mohit khodse
Shreyash Nanaware
Hrishikesh Raj
Rohit Kumar

Third year computer engineering

Mrs..Damini Deore Prof. Prof.S. / /

S. Biradar
(GUIDED BY) (HEAD OF DEPT) (Date)

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 ABSTRACT

The rapid move of China and India from low-cost producers to innovators has triggered an
increasing interest in the globalization of innovation activities and more specifically, the surge of
global innovation networks (GINs). However, hitherto most of the literature is either theoretical
or based on a handful of cases. We do not know what are the different forms of GINs in which
firms participate, both in terms of the various degrees of globalness, innovativeness and
networkedness, as well as other key characteristics.

In this paper, we propose a firm-based taxonomy of global innovation networks that takes into
account these different dimensions. This paper provides empirical evidence about the
characteristics of the different variants of global innovation networks, observed in five European
countries as well as Brazil, China, India and South Africa. It relies on survey-based firm-level
data and provides for the first time a theoretical and empirical overview of the different forms of
global innovation networks.

Keywords: Globalization, innovation networks, taxonomy, Europe, South Africa,

Brazil, China, India

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 1 Introduction:

EMC’s Global Innovation Network and Analytics (GINA) team is a group of senior
technologists located in centres of excellence (COEs) around the world. This team’s charter is
to engage employees across global COEs to drive innovation, research, and university
partnerships. In 2012, a newly hired director wanted to improve these activities and provide a
mechanism to track and analyse the related information. In addition, this team wanted to
create more robust mechanisms for capturing the results of its informal conversations with
other thought leaders within EMC, in academia, or in other organizations, which could later
be mined for insights. The GINA team thought its approach would provide a means to share
ideas globally and increase knowledge sharing among GINA members who may be separated
geographically. It planned to create a data repository containing both structured and
unstructured data to accomplish three main goals.
Store formal and informal data.
Track research from global technologists.
Mine the data for patterns and insights to improve the team’s operations and
strategy.
The GINA case study provides an example of how a team applied the Data Analytics
Lifecycle to analyse innovation data at EMC. Innovation is typically a difficult
concept to measure, and this team wanted to look for ways to use advanced analytical
methods to identify key innovators within the company.

2 Phase:
2.1 : Discovery
In the GINA project’s discovery phase, the team began identifying data sources.
Although GINA was a group of technologists skilled in many different aspects of
engineering, it had some data and ideas about what it wanted to explore but lacked a
formal team that could perform these analytics. After consulting with various experts
including Tom Davenport, a noted expert in analytics at Babson College, and Peter
Gloor, an expert in collective intelligence and creator of CoIN (Collaborative
Innovation Networks) at MIT, the team decided to crowd source the work by
seeking volunteers within EMC. Here is a list of how the various roles on the
working team were fulfilled.
Business User, Project Sponsor, Project Manager: Vice President from Office of the
CTO
Business Intelligence Analyst: Representatives from IT
Data Engineer and Database Administrator (DBA): Representatives from IT Data
Scientist: Distinguished Engineer, who also developed the social graphs shown in
the GINA case study

The project sponsor’s approach was to leverage social media and blogging to
accelerate the collection of innovation and research data worldwide and to motivate
teams of “volunteer” data scientists at worldwide locations. Given that he lacked a
formal team, he needed to be resourceful about finding people who were both capable
and willing to volunteer their time to work on interesting problems. Data scientists
tend to be passionate about data, and the project sponsor was able to tap into this
passion of highly

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 talented people to accomplish challenging work in a creative way.
The data for the project fell into two main categories. The first category represented five years
of idea submissions from EMC’s internal innovation contests, known as the Innovation
Roadmap (formerly called the Innovation Showcase). The Innovation Roadmap is a formal,
organic innovation process whereby employees from around the globe submit ideas that are
then vetted and judged. The best ideas are selected for further incubation. As a result, the data
is a mix of structured data, such as idea counts, submission dates, inventor names, and
unstructured content, such as the textual descriptions of the ideas themselves.
The second category of data encompassed minutes and notes representing innovation and
research activity from around the world. This also represented a mix of structured and
unstructured data. The structured data included attributes such as dates, names, and
geographic locations. The unstructured documents contained the “who, what, when, and
where” information that represents rich data about knowledge growth and transfer within the
company. This type of information is often stored in business silos that have little to no
visibility across disparate research teams.

The 10 main IHs that the GINA team developed were as

follows: IH1: Innovation activity in different geographic regions can be
mapped to corporate strategic directions.
IH2: The length of time it takes to deliver ideas decreases when global
knowledge transfer occurs as part of the idea delivery process.
IH3: Innovators who participate in global knowledge transfer deliver ideas
more quickly than those who do not.
IH4: An idea submission can be analysed and evaluated for the
likelihood of receiving funding.
IH5: Knowledge discovery and growth for a particular topic can be measured
and compared across geographic regions.
IH6: Knowledge transfer activity can identify research-specific
boundary spanners in disparate regions.
IH7: Strategic corporate themes can be mapped to geographic regions.
IH8: Frequent knowledge expansion and transfer events reduce the time it takes
to generate a corporate asset from an idea.
IH9: Lineage maps can reveal when knowledge expansion and transfer did not
(or has not) resulted in a corporate asset.
IH10: Emerging research topics can be classified and mapped to specific
ideators, innovators, boundary spanners, and assets.

The GINA (IHs) can be grouped into two categories:

Descriptive analytics of what is currently happening to spark further
creativity, collaboration, and asset generation
Predictive analytics to advise executive management of where it
should be investing in the future

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2.2 Data Preparation

The team partnered with its IT department to set up a new analytics sandbox to store
and experiment on the data. During the data exploration exercise, the data scientists
and data engineers began to notice that certain data needed conditioning and
normalization. In addition, the team realized that several missing datasets were critical
to testing some of the analytic hypotheses.
As the team explored the data, it quickly realized that if it did not have data of sufficient
quality or could not get good quality data, it would not be able to perform the subsequent
steps in the lifecycle process. As a result, it was important to determine what level of data
quality and cleanliness was sufficient for the project being undertaken. In the case of the
GINA, the team discovered that many of the names of the researchers and people
interacting with the universities were misspelled or had leading and trailing spaces in the
datastore. Seemingly small problems such as these in the data had to be addressed in this
phase to enable better analysis and data aggregation in subsequent phases.

2.3 Model Planning

In the GINA project, for much of the dataset, it seemed feasible to use social network
analysis techniques to look at the networks of innovators within EMC. In other cases,
it was difficult to come up with appropriate ways to test hypotheses due to the lack of
data. In one case (IH9), the team made a decision to initiate a longitudinal study to
begin tracking data points over time regarding people developing new intellectual
property. This data collection would enable the team to test the following two ideas in
the future:
IH8: Frequent knowledge expansion and transfer events reduce the amount of time it
takes to generate a corporate asset from an idea.
IH9: Lineage maps can reveal when knowledge expansion and transfer did not (or
has not) result(ed) in a corporate asset.
For the longitudinal study being proposed, the team needed to establish goal criteria
for the study. Specifically, it needed to determine the end goal of a successful idea
that had traversed the entire journey. The parameters related to the scope of the study
included the following considerations:
Identify the right milestones to achieve this goal
Trace how people move ideas from each milestone toward the goal.
Once this is done, trace ideas that die, and trace others that reach the goal. Compare
the journeys of ideas that make it and those that do not.
Compare the times and the outcomes using a few different methods (depending on
how the data is collected and assembled). These could be as simple as t-tests or
perhaps involve different types of classification algorithms.

2.4 Model Building

In Phase 4, the GINA team employed several analytical methods. This included work by the data
scientist using Natural Language Processing (NLP) techniques on the textual descriptions of the
Innovation Roadmap ideas. In addition, he conducted social

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network analysis using R and RStudio, and then he developed social graphs and
visualizations of the network of communications related to innovation using R’s ggplot2
package. Examples of this work are shown in Figures 1.4.1 and 1.4.2.

Figure 1 4.1 Social graphs Visualization of idea submitters and finalists

Figure 1.4.2 Social graph visualization of top innovation influencers

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 Figure 1.4.1 shows social graphs that portray the relationships between idea submitters
within GINA. Each colour represents an innovator from a different country. The large
dots with red circles around them represent hubs. A hub represents a person with high
connectivity and a high “betweenness” score. The cluster in Figure 1.4.2 contains
geographic variety, which is critical to prove the hypothesis about geographic boundary
spanners. One person in this graph has an unusually high score when compared to the
rest of the nodes in the graph. The data scientist identified this person and ran a query
against his name within the analytic sandbox. These actions yielded the following
information about this research scientist (from the social graph), which illustrated how
influential he was within his business unit and across many other areas of the company
worldwide:
In 2011, he attended the ACM SIGMOD conference, which is a top-tier
conference on large-scale data management problems and databases. He
visited employees in France who are part of the business unit for EMC’s
content management teams within Documented (now part of the Information
Intelligence Group, or IIG).
He presented his thoughts on the SIGMOD conference at a virtual brownbag
session attended by three employees in Russia, one employee in Cairo, one
employee in Ireland, one employee in India, three employees in the United States,
and one employee in Israel.
In 2012, he attended the SDM 2012 conference in California.
On the same trip he visited innovators and researchers at EMC federated
companies, Pivotal and VMware.
Later on that trip he stood before an internal council of technology leaders and
introduced two of his researchers to dozens of corporate innovators and
researchers.
This finding suggests that at least part of the initial hypothesis is correct; the data can
identify innovators who span different geographies and business units. The team used
Tableau software for data visualization and exploration and used the Pivotal Greenplum
database as the main data repository and analytics engine.

2.5 Results and Key Findings:

In Phase 5, the team found several ways to cull results of the analysis and identify the most
impactful and relevant findings. This project was considered successful in identifying
boundary spanners and hidden innovators. As a result, the CTO office launched longitudinal
studies to begin data collection efforts and track innovation results over longer periods of
time. The GINA project promoted knowledge sharing related to innovation and researchers
spanning multiple areas within the company and outside of it. GINA also enabled EMC to
cultivate additional intellectual property that led to additional research topics and provided
opportunities to forge relationships with universities for joint academic research in the fields
of Data Science and Big Data. In addition, the project was accomplished with a limited
budget, leveraging a volunteer force of highly skilled and distinguished engineers and data
scientists.
One of the key findings from the project is that there was a disproportionately high density
of innovators in Cork, Ireland. Each year, EMC hosts an innovation contest,

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 open to employees to submit innovation ideas that would drive new value for the company.
When looking at the data in 2011, 15% of the finalists and 15% of the winners were from
Ireland. These are unusually high numbers, given the relative size of the Cork COE compared
to other larger centres in other parts of the world. After further research, it was learned that
the COE in Cork, Ireland had received focused training in innovation from an external
consultant, which was proving effective. The Cork COE came up with more innovation ideas,
and better ones, than it had in the past, and it was making larger contributions to innovation at
EMC. It would have been difficult, if not impossible, to identify this cluster of innovators
through traditional methods or even anecdotal, word-of mouth feedback. Applying social
network analysis enabled the team to find a pocket of people within EMC who were making
disproportionately strong contributions. These findings were shared internally through
presentations and conferences and promoted through social media and blogs.

2.6 Operationalize

Running analytics against a sandbox filled with notes, minutes, and presentations
from innovation activities yielded great insights into EMC’s innovation culture. Key
findings from the project include these:

The CTO office and GINA need more data in the future, including a marketing
initiative to convince people to inform the global community on their
innovation/research activities.
Some of the data is sensitive, and the team needs to consider security and privacy
related to the data, such as who can run the models and see the results. In addition to
running models, a parallel initiative needs to be created to improve basic
Business Intelligence activities, such as dashboards, reporting, and queries on
research activities worldwide.
A mechanism is needed to continually re-evaluate the model after deployment.
Assessing the benefits is one of the main goals of this stage, as is defining a
process to retrain the model as needed.

In addition to the actions and findings listed, the team demonstrated how analytics can
drive new insights in projects that are traditionally difficult to measure and quantify. This
project informed investment decisions in university research projects by the CTO office and
identified hidden, high-value innovators. In addition, the CTO office developed tools to help
submitters improve ideas using topic modelling as part of new recommender systems to help
idea submitters find similar ideas and refine their proposals for new intellectual property.

Table 1.6.1 outlines an analytics plan for the GINA case study example. Although this
project shows only three findings, there were many more. For instance, perhaps the
biggest overarching result from this project is that it demonstrated, in a concrete way, that
analytics can drive new insights in projects that deal with topics that may seem difficult to
measure, such as innovation.

Innovation is an idea that every company wants to promote, but it can be difficult
to measure innovation or identify ways to increase innovation. This project
explored

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 this issue from the standpoint of evaluating informal social networks to identify boundary
spanners and influential people within innovation sub networks. In essence, this project
took a seemingly nebulous problem and applied advanced analytical methods to tease out
answers using an objective, fact-based approach.

Table 1.6.1 Analytic Plan from the EMC GINA Project

Components of
Analytic Plan GINA Case Study

Tracking global knowledge growth, ensuring effective knowledge

transfer, and quickly converting it into corporate assets. Executing on these
Discovery Business
Problem Framed three elements should accelerate innovation.

An increase in geographic knowledge transfer improves the speed of idea

Initial Hypotheses delivery.

Five years of innovation idea submissions and history; six months of

Data textual notes from global innovation and research activities

Model Planning Social network analysis, social graphs, clustering, and regression analysis
Analytic Technique

1 Identified hidden, high-value innovators and found ways to share their

knowledge
2 Informed investment decisions in university research projects
Result and Key 3 Created tools to help submitters improve ideas with idea recommender
Findings systems

Another outcome from the project included the need to supplement analytics with a
separate data store for Business Intelligence reporting, accessible to search
innovation/research initiatives. Aside from supporting decision making, this will provide
a mechanism to be informed on discussions and research happening worldwide among
team members in disparate locations. Finally, it highlighted the value that can be gleaned
through data and subsequent analysis.

Therefore, the need was identified to start formal marketing programs to convince people to
submit (or inform) the global community on their innovation/research activities. The
knowledge sharing was critical. Without it, GINA would not have been able to perform the
analysis and identify the hidden innovators within the company.

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3 Summary :
This case study described the Data Analytics Lifecycle, which is an approach to managing and
executing analytical projects. This approach describes the process in six phases.

1 Discovery
2 Data preparation
3 Model planning
4 Model building
5 Results and Key Findings
6 Operationalize

Through these steps, data science teams can identify problems and perform rigorous
investigation of the datasets needed for in-depth analysis. In addition, this case Study
discussed the seven roles needed for a data science team. It is critical that
organizations recognize that Data Science is a team effort, and a balance of skills is
needed to be successful in tackling Big Data projects and other complex projects
involving data analytics.

4 Conclusion:

The GINA case study provides an example of how a team applied the Data Analytics
Lifecycle to analyse innovation data at EMC. In addition, this case Study discussed the
seven roles needed for a data science team. Innovation is typically a difficult concept to
measure, and this team wanted to look for ways to use advanced analytical methods to
identify key innovators within the company.
The GINA team thought its approach would provide a means to share ideas globally
and increase knowledge sharing among GINA members who may be separated
geographically. Store formal and informal data, Track research from global
technologists, Mine the data for patterns and insights to improve the team’s operations
and strategy.

5 References:

5.1 https://www.slideshare.net/SurakshaSanghavi/case-study-107609829
5.2 https://bhavanakhivsara.files.wordpress.com/2018/06/data-
science-and-big-data analy-nieizv_book.pdf

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