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Case study of a brainstorm held within IBM to find ways to help Japan
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1
Brainstorming for Japan:Rapid Distributed Global Collaboration
for Disaster Response
Michael Muller & Sacha ChuaIBM Research & IBM Canada
2
Agenda
• IBM Connections Communities for Conducting Jams
• Jamming for Japan
– Geographic distribution
– Metrics
– Social Network Analysis
• Outcomes
• Conclusion
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
Example:
Consultin
g to a
city a
dm
inis
tration a
bout
how
to b
ecom
e “th
e c
onnecte
d c
ity”
4
Japan Jam
� TOPIC 1: Increasing resilience
� TOPIC 2: Leveraging technology in rebuilding
� TOPIC 3: Nation-wide continuity planning for the future
� TOPIC 4: Address public perceptions
� TOPIC 5: Engaging global support
� TOPIC 6: Managing energy consumption
� TOPIC 7: Improving supply chain resilienceExtended
Topics
Initial
Topics
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Global Participation
color = 1250 people registered
= 275 contributor(s)
98th %ile by membership
99th %ile by contributions
99th %ile by participation rate
for communities of
comparable size
6
Daily Contributions
Daily Contributions
per Person
050
100150200250300350
3/2
9/2
011
3/3
0/2
011
3/3
1/2
011
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
4/1
0/2
011
4/1
1/2
011
4/1
2/2
011
4/1
3/2
011
4/1
4/2
011
4/1
5/2
011
4/1
6/2
011
4/1
7/2
011
4/1
8/2
011
4/1
9/2
011
4/2
0/2
011
4/2
1/2
011
4/2
2/2
011
7
Daily Contributions
Daily Contributions
per Person
050
100150200250300350
3/2
9/2
011
3/3
0/2
011
3/3
1/2
011
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
4/1
0/2
011
4/1
1/2
011
4/1
2/2
011
4/1
3/2
011
4/1
4/2
011
4/1
5/2
011
4/1
6/2
011
4/1
7/2
011
4/1
8/2
011
4/1
9/2
011
4/2
0/2
011
4/2
1/2
011
4/2
2/2
011
0
50
100
150
200
250
300
350
4/3/2011 4/4/2011 4/5/2011 4/6/2011 4/7/2011
Date
Date
Daily Contributions
per Person
8
Community Metrics
0
200
400
600
800
1000
1200
1400
People (Cumulative)
3/2
9/2
011
3/3
0/2
011
3/3
1/2
011
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
4/1
0/2
011
4/1
1/2
011
4/1
2/2
011
Date
0
100
200
300
400
500
600
700
800
Contributions (Cumulative)
1. Resilience
2. Rebuild
3. Continuity
4. Public
5. Global
6. Energy7. Supply
Members
Contributors
Hu
ma
n
Ca
pit
al
Inte
lle
ctu
al
Ca
pit
al
20%
Participation
rate(during brainstorm)
701
Discussion
Responses(during brainstorm)
9
2011-04-04 16:00pm
SNA: Day “0” (just about to start)
USA
10
2011-04-05 16:00pm
SNA: Day 1
USA
Japan
India
Australia
UK
Singapore
Nederland
11
2011-04-06 16:00pm
SNA: Day 2
USA
Japan
India
France
Australia
UK
Singapore
Nederland
12
2011-04-07 16:00pm
SNA: Day 3 (complete)
USA
Japan
India
France
Australia
UK
Singapore
Nederland
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
Pre-Jam
assistance
Recover
Prevent
Planning
Respond
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Outcomes
Responding
• Use current tools in new ways (e.g.,
adapt weather forecasting to
radiation spread)
• Use laptop shock-detectors as
distributed tremor sensors
• Telemedicine without power grids
Recovering
• Smart utility management through
modeling power demand and
impact of planned rolling power
outages
• Resilient information technologies
for hospitals and cities
Preventing
• Harden existing networks
• Improve storage redundancy in
remote regions
• Provide rapid-recovery for
medical and city records
Planning
• Use knowledge management
and social media technologies
to collect best practices from
other regions
• Develop technical and social
simulations to test resource
resilience and social response
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
