2006 Soren Duus - IBM Innovation Jam Experiences and techniques

8/7/2019 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



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





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




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





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


http://slidepdf.com/reader/full/2006-soren-duus-ibm-innovation-jam-experiences-and-techniques 7/21IBM Jam © 2006 IBM Corporation7

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



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




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.




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 .




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?




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/




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.




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.




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 . . .




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.




What makesa Jam

successful…and how wecan help?

2006 Soren Duus - IBM Innovation Jam Experiences and techniques

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