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In 2006, IBM was responsible for hosting possibly the largest online collaborative brainstorming session known as the IBM InnovationJam. The idea grew from earlier innovation jams held internally and hosted through their intranet. The first one held in 2003 focussed on the launch of new corporate values. The jams were driven by the IBM chairman "who personally participated by typing his thoughts into the jam forums and reading literally thousands of comments." (Transforming your intranet, 2008) This use of the tool and therefore public commitment from senior management to the jams would have undoubtedly helped with staff engagement and participation in the jam. Thousands of suggestions were received from staff covering IBM operations, workplace policies and how to improve relationships. Staff then voted for the best 35 ideas which were then implemented. (S. Musselwhite, 2007) The jamming sessions also sped up the implementation of ideas - partly because the consultation, staff buy-in and testing, and pre-socialisation have already been done. Interestingly, research showed IBM staff trusted the information on their intranet more than the information they got from their managers or even on the informal 'grapevine'. Similar to IKEA and their approach (see other article Inside IKEA's Human Intranet Approach), IBM used an already existing framework or business feature to help technology work. IBM capitalised on the trust in and use of intranet to host a 'jam' - a new medium IBMers created that went "beyond online communities, brainstorming sessions, or traditional suggestion systems." (A Global Innovation Jam, 2011) References: A Global Innovation Jam (2011) Retrieved from http://www.ibm.com/ibm100/us/en/icons/innovationjam/words/ Musselwhite, S (2007) Intranet Strategy and Management London: Ark Group Transforming your intranet (2008) Sydney: Melcrum Publishing

This article brings online collaboration to a new height. Without internet and intranet technology an event of this size spanning 104 countries would not have been possible. Imagine assembling 150,000 participants in a venue and being able to do something with all the information being passed back and forth. Not withstanding the cost to assemble an audience of this size, the level of moderation would slow the collaboration process down, thus reducing the effectiveness of the session. In contrast, the IBM Jam sessions are delivered via a web platform which allows for accountability through personalisation that self regulates what users will and will not post. It provides an audit trail and recognition of great ideas so even the most junior staff member can receive global recognition and kudos for an idea that might have otherwise been misrepresented. The Jams are an effective way of performing an organisation pulse check in a global setting in a very small amount of time as they move at such a rapid pace (Feder, 2001). Further they allow the employees to recognise and drive change from the bottom up instead of just top down as management recognises that you cannot force a "command and control" culture for a workforce. Reference Feder, B.J., (2001). I.B.M. Meets With 52,600, Virtually. Retrieved April 10, 2011 from http://query.nytimes.com/gst/fullpage.html?res=9F06E4DD143CF93BA15756C0A9679C8B63&pagewanted=1

This article is an assessment of the book 'Crowd sourcing' by Jeff Howe. An important example of crowd-sourcing is the way in which businesses can be created. As discussed in this article, the use of crowds in businesses is highly effective because they are inevitably the consumers as well. With the example of Threadless.com, an online clothing business that allows crowds to design, vote for and buy t-shirts, we can easily see how a business can benefit by not having to hire people to do the jobs they used to. Outlined in the article is the way in which crowds are more efficient than current organisations. 1. Making predictions These are the decisions made by the crowd, which seem to be accurate as they know how to appeal to the consumer market. 2. Solving problems With opinions coming from a crowd of people, problems are able to be solved more easily as a range of solutions can be offered and applied. 3. Brainstorming and designing Relating to companies such as Threadless, since the designs come from the same people as the website markets to, they are able to receive designs that are more likely to appeal to the consumers. 4. Funding With the use of a crowd, business have a larger database of knowledge available to them, as well as an excess amount of time. This is another example of how crowd sourcing is able to eliminate the jobs that have always been completed by professionals, by allowing people online to participate and put forward their skills to those who may be able to take advantage of them. Meyer, F. D. (2011, January). The Business of Crowd Sourcing. Retrieved from Crowdsourcings.org: http://www.crowdsourcing.org/document/the-business-of-crowdsourcing/2430

This is an interesting article which gives an insight of how companies can use crowdsourcing in their corporate strategy. The author presents his assessment on Jeff Howe's book "Crowdsourcing" from 2008. The term crowdsourcing was coined by Howe, thus a review of "Crowdsourcing" will be relevant and valuable as a resource for this project. Meyer (2011) presents four different areas in which crowds can be more performing or efficient than current organisations. Howe's work excels in opening the mind regarding what will be possible through crowdsourcing in the future. With the emergence of Web 2.0 tools, crowdsourcing has proven to be an efficacy tool more and more businesses are adopting. Kessler (2010) argues that asking a pool of people to create something can be faster, cheaper, and more accurate than putting a project in the hands of individuals. As the competition to get consumers attention increase, crowdsourcing can be used to better satisfy consumers' demands. For example, the public may be invited to develop new technology or carry out a design task which has been seen in the company Fashion Stake (Kessler, 2010). During the crowdsourcing process people can vote designers up and down, thus the consumers are deciding what items go from sample to retail. By doing that, consumers are giving the company an understanding of what they really want (Kessler, 2010). This is an example of what Jeff Howe refer to as "brainstorming and design", an effective tool where the consumers are given the opportunity to influence the output. References Kessler, S. (2010). 5 Creative Uses for Crowdsourcing. Retrieved from http://mashable.com/2010/05/26/creative-crowdsourcing/ Meyer, F., D. (2011). The Business of Crowdsourcing. Retrieved from http://www.crowdsourcing.org/document/the-business-of-crowdsourcing/2430

This news article introduces us to a new visual online collaboration called SyncSpace. According to the article, SyncSpace provides real time remote collaboration. The idea behind the application is to connect people remotely to brainstorm and share ideas in a way that can't be done with traditional modes of communicating. The notion that an organisation constantly has to share ideas in a collaborative way is what SyncSpace core functions are based on. In a true collaboration sense, employees in different cities can now use the app to work together on a variety of projects. The app among other things permits multiple users to view and edit the same document in real time from anywhere in the world ("SyncSpace for Android and iPad Revolutionizes Visual Online Collaboration," 2011). As well as working online, SyncSpace provides the functionality to work offline. Working with other online tools, SyncSpace also allows the user to share their documents on Twitter, Facebook and email. This new application will provide small scale organisations the ability to collaborate and share ideas in real time whilst on the move. In the fast paced business world, remote networking is favourable. SyncSpace is part of a new breed of tools created to aid organisations collaborate effectively. Reference: SyncSpace for Android and iPad Revolutionizes Visual Online Collaboration. (2011). Retrieved from Sfgate.com website: http://www.sfgate.com/cgi-bin/article.cgi?f=/g/a/2011/04/13/prweb8296303.DTL