This document discusses IBM's programs for innovation. It provides an agenda for a conference on process innovation including discussions on identifying challenges, brainstorming ideas, incubating projects, validating ideas, and implementing successful innovations. The goal is to make innovation possible for all IBM employees through tools, collaboration, and a culture that supports risks and new ideas. Metrics show idea adoption increases with programs like Innovation Hubs and Challenges.

1. Innovation Programs
Making innovation possible for
every IBM’er
September 29, 2010
Marcus Evans conference on Process Innovation
Philadelphia, PA
© 2010 IBM Corporation

2. Agenda for today
2 © 2010 IBM Corporation

3. CIO Lab
3 © 2010 IBM Corporation

4. “Innovation that matters” to our clients and the world
Innovation is a societal –
not a technological –
phenomenon, that arises
from the intersection of
invention and insight.
Sam Palmisano, CEO
IBM Corporation
4 Chart courtesy of David B. Lection © 2010 IBM Corporation
4

5. Innovation lifecycle at IBM
Identify Brainstorm, Incubate Validate Implement,
the share ideas and and iterate go to
challenge collaborate market
I N S I D E
IBM Lines of Internal
Business Stakeholders
Sametime 3D
Clients
O U T S I D E
GTO, GIO,
IBV Partners
reports
5 © 2010 IBM Corporation

6. Brainstorm, share ideas, incubate and collaborate
Innovation Vision
Make every IBM’er believe that
they can be an innovator
6 © 2010 IBM Corporation

7. Brainstorm, share ideas, incubate and collaborate
A culture of innovation
Strong Executive and Communication &
Management Support Recognition of
Successes
Executive Focus on Supporting Tools
and Processes
“Innovation That Matters”
7 © 2010 IBM Corporation

8. Brainstorm, share ideas, incubate and collaborate
Innovation “Hubs”
A gathering place
An approach
An opportunity
You
t u ni t y
O ppor
…
C alled
8 © 2010 IBM Corporation

9. Brainstorm, share ideas, incubate and collaborate
Idea management
“Tops Down” direction
“Bottoms up” crowd sourcing
9 © 2010 IBM Corporation

10. Brainstorm, share ideas, incubate and collaborate
“Innovation That Matters” + “Innovation Hubs” = Increased
Success
Ireland 650+ >170
Well executed wins
“Innovation Fishkill: 700+ >75
Challenges” drive wins
Germany: 950+, >10
higher adoption rates. wins
100%
80%
Mexico: 110+, >45 India: 4500+, >30
wins wins
60% 27%
40% 9%
16% 16%
20%
0%
1 2 3 4
Peer review Accepted by Catalyst Adopted Closed
All ideas adoption averages 4%
10 © 2010 IBM Corporation

11. Brainstorm, share ideas, incubate and collaborate
Idea management: Tools
11 © 2010 IBM Corporation

12. Brainstorm, share ideas, incubate and collaborate
Innovation Hub Community: A place for education,
discussion, information sharing and general communications
12 © 2010 IBM Corporation

13. Brainstorm, share
How will we get there? ideas, incubate and collaborate
Remote collaboration and web 2.0 tools
13 © 2010 IBM Corporation

14. Validate and iterate
Don’t worry. TAP is here to help.
hosting + awareness + discovery + feedback
http://www.sxc.hu/photo/492545
14 © 2010 IBM Corporation

15. Validate and iterate
Where innovators innovate…
We’ve got
Featured Stats!
Innovations
Carousel-style
access to TAP
innovations People like
by topic you use…
Rate
this tool!
People who
have tried this
Innovation…
15 © 2010 IBM Corporation

16. Validate and iterate
CIO Innovation Fund
Encourage innovation while bringing value to
our clients and our organization
Selection Criteria:
Is it innovative?
Does it benefit our
organization or our
clients?
Will it have an impact
on/value to the business?
How risky/complex is it?
16 © 2010 IBM Corporation

17. Implement, go to market
Communications
17 © 2010 IBM Corporation

18. Innovation Portfolio Management
“Are these the
“Are we focused on right priorities
the right areas?” for the
organization?”
“How do we know
when we are done
innovating?”
18 © 2010 IBM Corporation

19. CIO Lab Missionand Strategic Priorities
Innovate We discover, Demonstrate
TRANSFORM
create and
to accelerate CIO what “the future of
incubate emerging
initiatives work” can be
RUN
technology solutions
and nurture innovation,
to accelerate
Transform
IBM’s
transformation
Innovation
Programs to
Develop support the
alternate application Smarter
management Enterprise
paradigms
19 © 2010 IBM Corporation

20. CIO Organization
20 © 2010 IBM Corporation

21. Project reviews
21 © 2010 IBM Corporation

22. Checkpoint process
CONCEPT
EARLY
PROTOTYPE
Capture learnings
PILOT
POST
Capture learnings
PILOT
Capture learnings
22 © 2010 IBM Corporation

23. Questions?
Karen Keeter
Innovation Strategist, IBM CIO Office
“Innovation is a team sport”
Email: kkeeter@us.ibm.com
23 © 2010 IBM Corporation

24. Backup additional charts
More information on some of the things I only touched on
briefly…
24 © 2010 IBM Corporation

25. Identify the challenge
Key learning from CIO study on innovation (2006)
Business model
innovation http://ibm.com/iibv
matters products
External services
collaboration is
business processes
indispensable
business models
Innovation must
be orchestrated management and culture
from the top policy and society
IBM Global CEO Study 2006
25 750 CEO’s interviewed © 2010 IBM Corporation

26. Identify the challenge
IBM Academy of Technology
Advance the
understanding
of key technical
areas, Architecture Boards
Academy
Improve Affiliates
communications
in and
development of
Communities of
IBM's global
technical Practice
community, and IBM Research
Engage clients Professions
in technical
pursuits of
common value
www.ibm.com/ibm/academy
26 © 2010 IBM Corporation

27. AlphaWorks – Speeding IBM Emerging Technologies to the outside early-
adopter community
Promising software
programs in research not yet
commercialized.
Outside companies and
developers contribute
valuable ideas about
bringing them to market.
First-cut versions of research
technology available for free
trial attracting thousands of
early adopters, innovators,
and entrepreneurs to site.
40% of technologies on the
site graduate into IBM
products or industry
standards.
http://www.alphaworks.ibm.com/
27 © 2010 IBM Corporation

28. “Jamming” – Worldwide collaboration to identify pragmatic ideas for IBM
What are Jams?
•Global on-line brainstorming sessions open
to all employees
−Hosted on w3 for focused period of
time – usually 72 hours
−Designed to accelerate culture change,
engage employees directly in important
business decisions and generate a
wealth of actionable ideas
−Can be internal, external or both.
Participants post ideas and best
practices, comment on and refine
others, rate best suggestions for
implementation
−Examples : WorldJam, ManagerJam,
ConsultantJam, ValuesJam, WorldJam
2004, InnovationJam, Security Jam,
Smarter Supply Chain, Global Pulse
2010…
https://www.collaborationjam.com/
28 © 2010 IBM Corporation

29. Sensing and Visioning Programs (GTO, GIO and IBV)
Global Technology Outlook (GTO)
– Highlights emerging software, hardware, and services technology trends that are
expected to significantly impact the IT sector in the next 3-7 years
– Influences technical strategy ensuring company is focused on major opportunities for
new growth
– Identifies technologies that may be disruptive to an existing business, have the potential
to create new opportunity, and can provide new business value to our customers
Global Innovation Outlook (GIO) 2005-2009- http://www.ibm.com/ibm/gio
– Through a global, multi-disciplinary, collaborative process captures candid
conversations about important issues of our day
– Rather than predicting the future, the GIO searches for the sparks that will ignite
meaningful change for individuals, businesses and the world
– 100+ IBM researchers, consultants and subject matter experts; 109 ecosystem
participants
Institute for Business Value (IBV) –
http://www-935.ibm.com/services/us/gbs/bus/html/bcs_whatwethink.html
– The IBM Institute for Business Value provides strategic insights and recommendations
that address critical business challenges and capitalize on new opportunities. Our
research is used by senior executives to help them anticipate changes in their industries
and prioritize strategic and operational alternatives for action
– Well over 100 studies are currently available across many industries and areas of
functional expertise
29 – Our recently published Banking 2015 study explores key megatrends influencing2010 IBM Corporation
© the
future of banking and assesses implications for existing players

30. Brainstorm, share ideas, incubate and collaborate
Collaborative Innovation
http://www-03.ibm.com/innovation/discovery/index.html
https://www.collaborationjam.com/
30 © 2010 IBM Corporation

31. Biztech
31 © 2010 IBM Corporation

32. ExtremeBlue
32
www.ibm.com/extremeblue © 2010 IBM Corporation

33. Innovation Challenges
Used as a means of focusing idea generation
Communicated to target audiences
Executive assigns individuals as Catalysts, to follow up on ideas generated by the challenge
Key factors in the effectiveness of a challenge:
o Balanced scope of challenge
o Degree of publicity and visibility
o Level of commitment from sponsoring organization, to review and act on submissions
33 © 2010 IBM Corporation

34. “Sametime 3D”- A new way to collaborate
Business Value:
Supports enhanced collaboration
activities using virtual worlds,
integrated with Lotus Sametime
8.01(or later)
Business Venues:
Boardroom
Collaboration space
Theater
Platform features:
Reusable meeting spaces
Presentation and video viewing
In-world tools to support virtual
meeting activities
Optional spatial voice
Access control via Enterprise
directory
We based administrator tools
http://www-03.ibm.com/press/us/en/pressrelease/27831.wss
34 © 2010 IBM Corporation