2006 soren duus - ibm innovation jam experiences and techniques
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© 2006 IBM Corporation
March 2008
“Pulling off a corporate makeover sometimes means touching base with everybody.” -Investor Business Daily, January 2006, on IBM’s Jam events
IBM Innovation Jam – Experiences & Techniques
Søren Duus ØstergaardSenior e-Government Advisor IBM
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IBM Jam © 2006 IBM Corporation3
How has IBM used Jams?
WorldJam – a new collaborative medium tocapture best practices on 10
urgent IBM issues.
Results: 72 hours 52,595 participants(unique users) 6,000+ ideas 268,000+ views of posted
ideas
IBM Meets with 52,600 Virtually:
"IBM invited all 320,000 employees to a marathon brainstorming session... capping a nine month effort to
imagine and build a suitable room in cyberspace for an event that would be impossible to hold anywhere else.“
-- The New York Times, May 28, 2001
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IBM Jam © 2006 IBM Corporation4
How has IBM used Jams?
ValuesJam – an in-depth exploration of IBM’s values and beliefs byemployees.
Results:
72 hours 22,007 participants
(unique users) 9,337 posts/replies 1.25 million views to site Set of new core values definedby IBM’s workforce 210,000 downloads)
Homebred CEO Summons IBM's Past, Present, Future:
“To create this old/new culture, Palmisano got IBM's 320,000 employees involved. ‘It couldn't come from the top,’ he
says. ‘It's got to be theirs. And, almost, it's more important it's theirs than what it is.’ “Over the summer, IBM held
what it called an online jam — a massive, 72-hour chat room where employees could voice ideas.”
-- USA Today, November 19, 2003
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IBM Jam © 2006 IBM Corporation5
Values Jam - why did IBM do it?
Ability to find important patterns, themes,learning across the enterprise on specificbusiness issues
Transform IBM into a values-basedmanagement system company, and leverageemployees who are the closest to the action
Not top-down or bottom-up – lack of hierarchyimproves employee acceptance of outcomesand resulting action plans
Sense of immediacy given time-defined natureof event – helps drive change
Nothing is lost – organizational learning captured and a record lives on for analysis
Structure provides sense of commonpurpose, keeps employees/ideas on track
“I walked into our executive committee meeting and said, ‘You guys ought to read every one of
these comments, because if you think we’ve got this place plumbed correctly, think again’.”
- Sam Palmisano, Harvard Business Review Interview, December 2004
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IBM Jam © 2006 IBM Corporation6
How has IBM used Jams?
IBM Meets with 52,600 Virtually:
"IBM invited all 320,000 employees to a marathon brainstorming session... capping a nine month effort to
imagine and build a suitable room in cyberspace for an event that would be impossible to hold anywhere else.“
-- The New York Times, May 28, 2001
WorldJam2004 – focused on pragmaticsolutions around growth, innovation and
bringing the company’s values to life
Results: 54 hours + 7 days of rating ideas
56,870 participants (unique users) 32,622 posts/replies 2.3 million views to site Tens of thousands of ideas Ratings site translated into 11languages 65 ideas received 5,000 or morevotes – 35 were funded with 100 Mio $
“Your colleagues are providing IBM with a body of concrete, pragmatic suggestions from the front lines,
ideas that will serve us well for years -- and that will, in the near term, help us jump-start the work of
making IBM a living, breathing example of our values.” – Sam Palmisano
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WorldJam2001 ValuesJam WorldJam2004a new collaborativemedium to capturebest practices on 10
urgent IBM issues.
an in-depth explorationof IBM’s values andbeliefs by employees
focused on pragmaticsolutions aroundgrowth, innovation and
bringing the company’s
values to life
InnovationJam2006 IBMers, family, clients and
partners discuss how to
combine new technologies
and real world insights to
create market opportunities
• 140,000+ people have participated
• 4.2+ million page views of Jam-related materials• 46,000+ ideas posted – from morethan 75 countries and 67 companies
6,046 posts
9,337 posts
32,662 posts
268,233views
1,016,763views
2,378,992 views
4.200,000+views
46,000 posts
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90 Hours of Jamming80 Countries
>1.000 Companies20 Industries90.000 Logins32.000 Posts1.500.000 Pages
Average Jammer returned8 times
14 Immediate Major opp’s
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IBM Jam © 2006 IBM Corporation11
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IBM Jams…. what’s been the value?
WorldJam2001
Established a new medium to share best practices across a global workforce; 66%said others' comments influenced them to think differently about one or more issues.
Manager JamIdentified issues for two-year, companywide Role of the Manager@IBM initiative; 60%of participants state that they plan to do something new as a result of the event.
Consultant Jam
Accelerated merger of IBM's consulting practice with PricewaterhouseCoopersConsulting; 25% of participants have a more positive impression of the PwCCacquisition after the Jam (68% neutral).
On Demand IT Jam
Qualified a number of key workstreams in IBM's internal On Demand IT plan.
ValuesJamSet of new core values defined by IBM’s workforce (210,000 downloads of “Our Values at Work”); 40% report that the Jam facilitated communication with senior leaders (much higher than in the past).
WorldJam2004
Senior management qualified 35 workstreams for implementation. Follow upcontinues.
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IBM Jam © 2006 IBM Corporation13
4. In the background
IBM’s e-Classifier text-mining tool is
used to scan the discussion forums toidentify emerging themes and helpparticipants quickly grasp the essence — and priority — of the underlyingdiscussions in any forum.
IBM’s SurfAid provides real-timemetrics on usage and demographic participation.
Forum participation and discussion isinfluenced through real-time humanintervention using both e-Classifier and
SurfAid data .
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IBM Jam © 2006 IBM Corporation14
Real Time Reporting
Analyze data coming from your site in real time
Answer business questions such as:
•How many visitors are on the site?
•What content are they examining?
•What are my traffic patterns throughout the day?
•Do various campaigns stimulate immediate responses?
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IBM Jam © 2006 IBM Corporation15
Habitat Jam: World Urban Forum
The World Urban Forum was
established by the United Nations toexamine rapid urbanization and its
impact on communities, cities,
economies and policies.
In December 2005, the Canadiangovernment, IBM and UN-HABITAT
hosted a 72-hour ‘Habitat Jam’ to
stimulate ideas in preparation for the
WUFIII conference in Vancouver in
June 2006.
To learn more, go to http://www.habitatjam.com/
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IBM Jam © 2006 IBM Corporation16
Habitat Jam
From the world’s slum dwellers to the elites of government, business and academia, tens of
thousands of people representing 158 countries -- including many who live in severe poverty
and had never before seen a computer -- came together via Habitat Jam, the largest public
consultation ever held on urban sustainability.
“Habitat Jam helped bring to the fore the concerns of the urban poor, especially in developing countries.
The Jam has meant that for the first time many slum dwellers were given access to Internet facilities. It
made their voices heard.” -- Mrs. Anna Tibaijuka, executive director of UN-HABITAT.
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© 2006 IBM Corporation
Back up – Additional Remarks
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IBM Jam © 2006 IBM Corporation18
Jam: Key characteristics Scale:
–Big enough to capture meaningful results
–Typically enterprise-wide or very large cross-segment
Non-hierarchical:–Equal access for all
Focus:–Predefined goal & discussion themes
–Structure to keep employees/ideas on track
Immediacy:
–Intensive, finite window of activity
Transcript:–Nothing is lost – organizational learning is captured andlives on for analysis
Pragmatic: –Idea stimulation vehicle
–Participants rate actionable ideas and behaviors
Not anonymous: –Participants are identified
A Jam is a focused transformational intervention. It’s a big event .Describing a Jam as a discussion forum is a vast oversimplification.
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Jam: How does it compare to other mediums?
Focus on urgent strategic issues Immediate actionable outcomes
A suggestion box, wikiA place for people to provide
ideas for improvement
Active discussion & ideation Less structure and formality Ability to capture participants’ “tone”
Survey, pollTo take the “pulse” of the
organization
Dialogue among attendees Broad participation creating legitimacy
and buy-in
Speech, video broadcast, intranet
announcement
To roll out a change agenda
Lower-cost alternative Lasting data archive Broader, more democratic participation
Face-to-face conference, trainingclass
To foster peer contacts, facilitategroup discussions and problem-
solving
More structured participation/facilitation More focused discussion Text mining to help structure the discussion
Discussion forum, chat-room,
Blog
Discussion of random issues
over a longer time
Use a Jam if you want . . .You could use a . . .If you need . . .
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What a Jam is not
An announcement vehicle for party or company promotion A top-down communications tool for CEO’s or Politiians A dumping ground for employee/citizen suggestions and complaints A community creator / definer: it’s a population, not a community per se A personal soapbox for managers and politicians (‘They agree with ME!) Anonymous: participants are identified (award and reduces negativism) Does not happen more than once or twice per year (avoid “Jam Fatigue” )
Jamming is ideal for situations with:
4. A very large audience
5. A limited timeframe6. Massive “many-to-many” dialogue.
No other medium can meet these needs as effectively.
Jamming is not the best medium for ongoing dialogue or small-scale discussion.
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What makesa Jam
successful…and how wecan help?