This Case is about LEADERSHIP, ORGANIZATIONAL STRUCTURE, TECHNOLOGY

PUBLICATION DATE: October 01, 2008 PRODUCT #: SMR291-HCB-ENG

The IBM Innovation Jam was the biggest-ever occasion to encourage thought generation that is networked. In participating in more than 150,000 IBM workers, stakeholders and sellers two three-day on-line occasions cultivate that were to bring products to market rapidly. IBM innovation and help using newsgroups, wikis, Web sites and other on-line tools, Jam participants created hundreds of thousands of new business ideas. From those thoughts, IBM encouraged its workers to build on the thoughts within those subjects and focused on several important issues for the second part of the Jam. As an outcome of this procedure, 10 different companies were financed. Nevertheless, it was not these successes that make the Jam fascinating, claim the writers; it was the problems in executing the Jam that IBM confronted. Given exceptional accessibility to the Jam, the writers discuss the problems inherent in collaborating with many individuals. In particular, it was difficult to  keep up individual “dialogues” in the collaborative process. The writers discuss other efforts at large scale cooperation, including some by Starbucks and Dell. The advantages and disadvantages of this approach is discussed and the writers provide a framework for thinking about how an organization and its stakeholders can collaborate.

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