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Muller and Chua - brainstorming for japan - chi 2012

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Case study of a brainstorm held within IBM to find ways to help Japan

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Muller and Chua - brainstorming for japan - chi 2012

  1. 1. Brainstorming for Japan:Rapid Distributed Global Collaboration for Disaster Response Michael Muller & Sacha Chua IBM Research & IBM Canada michael_muller@us.ibm.com , sachac@ca.ibm.com 1
  2. 2. Agenda• IBM Connections Communities for Conducting Jams• Jamming for Japan – Geographic distribution – Metrics – Social Network Analysis• Outcomes• Conclusion 2
  3. 3. IBM Connections for Conducting Jams• Company-wide Jams 2001-2010• Re-use a smaller-scale, existing IBM-internal genre from customer engagements = Customer Idea Jam• IBM Connections Communities – a tool for online groups• A “community” is a bounded online space containing - Members - Feeds - Activities - Files - Bookmarks - Forums - Blogs - Wikis how to become “the connected city” Example: Consulting to a city administration about 3
  4. 4. Japan Jam TOPIC 1: Increasing resilienceTopicsInitial TOPIC 2: Leveraging technology in rebuilding TOPIC 3: Nation-wide continuity planning for the future TOPIC 4: Address public perceptions TOPIC 5: Engaging global supportExtended Topics TOPIC 6: Managing energy consumption TOPIC 7: Improving supply chain resilience 4
  5. 5. Global Participation 98th %ile by membership 99th %ile by contributions 99th %ile by participation rate for communities of comparable size color = 1250 people registered = 275 contributor(s) 5
  6. 6. Daily Contributions per Person 0 50 100 150 200 250 300 350 3/29/2011 3/30/2011 3/31/2011 4/1/2011 4/2/2011 4/3/2011 4/4/2011 4/5/2011 4/6/2011 4/7/2011 4/8/2011 4/9/2011 4/10/2011 4/11/2011 4/12/2011 4/13/2011 4/14/2011 4/15/2011 Daily Contributions 4/16/2011 4/17/2011 4/18/2011 4/19/2011 4/20/2011 4/21/2011 4/22/20116
  7. 7. Daily Contributions per Person 0 50 100 150 200 250 300 350 Daily Contributions per Person 3/29/2011 3/30/2011 0 50 100 150 200 250 300 350 3/31/2011 4/1/2011 4/3/2011 4/2/2011 4/3/2011 4/4/2011 4/5/2011 4/4/2011 4/6/2011 4/7/2011 4/8/2011 4/9/2011 4/10/2011 Date Date 4/5/2011 4/11/2011 4/12/2011 4/13/2011 4/14/2011 4/6/2011 4/15/2011 Daily Contributions 4/16/2011 4/17/2011 4/18/2011 4/19/2011 4/20/2011 4/7/2011 4/21/2011 4/22/20117
  8. 8. Community Metrics 1400 1200 Members People (Cumulative)HumanCapital 1000 20% 800 Participation 600 rate Contributors (during brainstorm) 400 200 0 800 Contributions (Cumulative) 700 1. ResilienceIntellectual 600 Capital 500 2. Rebuild 701 400 Discussion 3. Continuity 300 4. Public Responses (during brainstorm) 200 5. Global 100 6. Energy 7. Supply 0 3/31/2011 4/10/2011 4/11/2011 3/29/2011 4/12/2011 3/30/2011 4/3/2011 4/5/2011 4/7/2011 4/9/2011 4/2/2011 4/4/2011 4/6/2011 4/8/2011 4/1/2011 Date 8
  9. 9. SNA: Day “0” (just about to start) USA2011-04-04 16:00pm 9
  10. 10. SNA: Day 1 Nederland Singapore Japan UK USA India2011-04-05 16:00pm Australia 10
  11. 11. SNA: Day 2 Nederland Singapore Japan UK USA India2011-04-06 16:00pm France Australia 11
  12. 12. SNA: Day 3 (complete) Nederland Singapore Japan UK USA India2011-04-07 16:00pm France Australia 12
  13. 13. Outcomes• The “canonical” analysis of emergency management – Planning Responding Recovering Preventing• When IBM entered the situation – Responding Recovering Preventing Planning• Our Jam took place after IBM’s initial response Recover Respond Prevent Planning Pre-Jam assistance 13
  14. 14. OutcomesResponding Preventing• Use current tools in new ways (e.g., • Harden existing networks adapt weather forecasting to • Improve storage redundancy in radiation spread) remote regions• Use laptop shock-detectors as • Provide rapid-recovery for distributed tremor sensors medical and city records• Telemedicine without power gridsRecovering Planning• Smart utility management through • Use knowledge management modeling power demand and and social media technologies impact of planned rolling power to collect best practices from outages other regions• Resilient information technologies • Develop technical and social for hospitals and cities simulations to test resource resilience and social response 14
  15. 15. Conclusions• Mobilization of a large, entirely-volunteer work “entity” – Were we a “community?” …of what? – Or a “team?” … but without an assignment, manager, or deliverable – Emergent online-community genres of • remote, intensive work structures (working practices) • online structures (flexible, structured community spaces)• Online resource was transformative – 43 countries + 1250 people, including 275 contributors in 3 days – Very low articulation costs + Very low contribution costs – Post-jam analysis was crucial• Work practices were transformative – Practiced expert facilitation from rapid customer engagements – Practiced employee-participation based on previous jams – Organizational climate that encourages new initiatives A new family of integrated resources for emergency response & management 15
  16. 16. Thank youmichael_muller@us.ibm.com sacha@sachachua.com slides are available at slideshare.net 16

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