Soren Duus Ostergaard - IBM innovation jam

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Soren Duus Ostergaard - IBM innovation jam

  1. 1. IBM Innovation Jam – Experiences & Techniques “Pulling off a corporate makeover sometimes means touching base with everybody.” -Investor Business Daily, January 2006, on IBM’s Jam events March 2008 Søren Duus Østergaard Senior e-Government Advisor IBM © 2006 IBM Corporation
  2. 2. Jam: The ingredients  A Jam is a massively parallel conference consisting of: – A high-profile, online event * 12-14 weeks of event preparation – Specific in duration, typically ranging from 48 – 72 consecutive hours – A defined agenda, focused on strategic & critical enterprise issues – A real-time discussion database with ideas, best practices & employee sentiment * A disciplined “behind-the-scenes” planning and orchestration effort - 50-200 facilitators, moderators, SME’s, executives, comm’s staff - Business Unit and geographic participants – Real-time text mining & analysis to surface & steer live discussion trends – Robust event hosting infrastructure (same as US Open, Wimbledon) – 2-3 weeks post-event research & analysis – An event report with key conclusions and an action plan What makes IBM’s Jams unique? • Leading technology - eClassifier data analysis to help identify trends in massive discussion content • Internal IBM Jam team and IBM research apply proven experience in planning, execution and analysis • On Demand event hosting infrastructure to ensure a technically robust delivery © 2006 IBM Corporation 2 IBM Jam
  3. 3. How has IBM used Jams? WorldJam – a new collaborative medium to capture 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: quot;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 © 2006 IBM Corporation 3 IBM Jam
  4. 4. How has IBM used Jams? ValuesJam – an in-depth exploration of IBM’s values and beliefs by employees. Results:  72 hours  22,007 participants (unique users)  9,337 posts/replies  1.25 million views to site  Set of new core values defined by 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 © 2006 IBM Corporation 4 IBM Jam
  5. 5. Values Jam - why did IBM do it?  Ability to find important patterns, themes, learning across the enterprise on specific business issues  Transform IBM into a values-based management system company, and leverage employees who are the closest to the action  Not top-down or bottom-up – lack of hierarchy improves employee acceptance of outcomes and resulting action plans  Sense of immediacy given time-defined nature of event – helps drive change  Nothing is lost – organizational learning captured and a record lives on for analysis  Structure provides sense of common purpose, 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 © 2006 IBM Corporation 5 IBM Jam
  6. 6. How has IBM used Jams? WorldJam2004 – focused on pragmatic solutions 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 11 languages  65 ideas received 5,000 or more votes –  35 were funded with 100 Mio $ IBM Meets with 52,600 Virtually: quot;IBM invited all 320,000 employees to a marathon brainstorming session... capping a nine month effort to “Your colleagues are providing IBMcyberspace for an event that would be suggestions from anywherelines, imagine and build a suitable room in with a body of concrete, pragmatic impossible to hold the front else.“ 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 The New York Times, May 28, 2001 -- of our values.” – Sam Palmisano © 2006 IBM Corporation 6 IBM Jam
  7. 7. • 140,000+ people have participated 4.200,000+ views • 4.2+ million page views of Jam- 46,000 related materials posts • 46,000+ ideas posted – from more 32,662 posts than 75 countries and 67 companies 2,378,992 views 1,016,763 views 6,046 9,337 posts posts 268,233 views InnovationJam2006 WorldJam2001 ValuesJam WorldJam2004 IBMers, family, clients and a new collaborative focused on pragmatic an in-depth exploration partners discuss how to medium to capture solutions around of IBM’s values and combine new technologies best practices on 10 growth, innovation and beliefs by employees and real world insights to urgent IBM issues. bringing the company’s create market opportunities values to life © 2006 IBM Corporation 7 IBM Jam
  8. 8. 90 Hours of Jamming 80 Countries >1.000 Companies 20 Industries 90.000 Logins 32.000 Posts 1.500.000 Pages Average Jammer returned 8 times 14 Immediate Major opp’s © 2006 IBM Corporation 8 IBM Jam
  9. 9. © 2006 IBM Corporation 9 IBM Jam
  10. 10. © 2006 IBM Corporation 10 IBM Jam
  11. 11. © 2006 IBM Corporation 11 IBM Jam
  12. 12. 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 Jam Identified 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 PricewaterhouseCoopers Consulting; 25% of participants have a more positive impression of the PwCC acquisition after the Jam (68% neutral).  On Demand IT Jam Qualified a number of key workstreams in IBM's internal On Demand IT plan.  ValuesJam Set 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 up continues. © 2006 IBM Corporation 12 IBM Jam
  13. 13. 4. In the background  IBM’s e-Classifier text-mining tool is used to scan the discussion forums to identify emerging themes and help participants quickly grasp the essence — and priority — of the underlying discussions in any forum.  IBM’s SurfAid provides real-time metrics on usage and demographic participation.  Forum participation and discussion is influenced through real-time human intervention using both e-Classifier and SurfAid data . © 2006 IBM Corporation 13 IBM Jam
  14. 14. 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? © 2006 IBM Corporation 14 IBM Jam
  15. 15. Habitat Jam: World Urban Forum The World Urban Forum was established by the United Nations to examine rapid urbanization and its impact on communities, cities, economies and policies. In December 2005, the Canadian government, 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/ © 2006 IBM Corporation 15 IBM Jam
  16. 16. 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. © 2006 IBM Corporation 16 IBM Jam
  17. 17. Back up – Additional Remarks © 2006 IBM Corporation
  18. 18. 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 and lives 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. © 2006 IBM Corporation 18 IBM Jam
  19. 19. Jam: How does it compare to other mediums? If you need . . . You could use a . . . Use a Jam if you want . . .  More structured participation/facilitation Discussion of random issues Discussion forum, chat-room,  More focused discussion over a longer time Blog  Text mining to help structure the discussion  Focus on urgent strategic issues A place for people to provide A suggestion box, wiki  Immediate actionable outcomes ideas for improvement  Lower-cost alternative To foster peer contacts, facilitate Face-to-face conference, training  Lasting data archive group discussions and problem- class  Broader, more democratic participation solving  Dialogue among attendees To roll out a change agenda Speech, video broadcast, intranet  Broad participation creating legitimacy announcement and buy-in  Active discussion & ideation To take the “pulse” of the Survey, poll  Less structure and formality organization  Ability to capture participants’ “tone” © 2006 IBM Corporation 19 IBM Jam
  20. 20. 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 timeframe 6. 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. © 2006 IBM Corporation 20 IBM Jam
  21. 21. What makes a Jam successful… and how we can help? © 2006 IBM Corporation 21 IBM Jam

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