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Such connections help his teammates relate to one another like human beings and not just as resources or assets. Just recently, Ackerbauer says, he ended up speaking at a technology leadership conference, thanks to a connection he made with another employee who wouldn't have otherwise known he had expertise in the subject area.

Despite its experimental status, Beehive's user population has grown to 38,000 in nine months, mainly through viral adoption. "People find it through word of mouth, when others blog about it or bookmark it," Schick says. Adoption is strongest in the areas of product management, HR, talent management and the global services consulting business.

Because Beehive is behind the firewall, Ackerbauer says, people feel free to discuss internal business topics. For instance, he has used Beehive to explain his views on the topic of breakthrough thinking. "I've had people come up to me and say, 'I didn't know you knew all that stuff. Can we talk more?'" Ackerbauer says. "The connections lead to collaboration, which leads to innovation, which leads to transformations in the industries IBM serves."

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Collectively, CEOs set their organization's ability to manage change 22 percentage points lower than their expectations for the level of change they will have to manage -- a 'change gap' that is widening.

www.csrwire.com/...eep-Up-With-the-Pace-of-Change - Preview

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Google July 7 took its core Google Apps out of beta and said Fairchild Semiconductor has moved its 5,500 employees to Google Apps Premier Edition (GAPE) from IBM Lotus Notes, the latest coup for the company's growing effort in cloud computing.

www.eweek.com/...-Semiconductor-From-IBM-747356 - Preview

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On returning from the recent Enterprise 2.0 Conference in Boston, I had time to reflect on the scaling issues that come up in social software adoption across an enterprise. In watching Gentry Underwood's excellent presentation on how they designed the social computing environment in IDEO, I tweeted to him that new issues start to pop up when you move from an enterprise social environment for 500 people to 200,000--or in IBM, nearly 400,000 people in 170 countries. This is not a bragging point, rather a one of frustration.

www.ibm.com/...adoption_issues_due_to_scale19 - Preview

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A friend and colleague from IBM just shared with me that IBM has established a Prediction Market pilot using the Spigit software. It is currently open for all to view and/or register. Concensus Point has launched a Prediction Market within BestBuy called TagTrade. Mercury Research has provided a solid list of Prediction Market software providers in their blog.

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The first is that as a general rule, as the number of participants increase in any crowdsourcing technique, the more likely it is that ideas will become more incremental in nature. That's because the group exerts unintentional pressure on the participants, and really different or radical ideas are ignored. Second, these programs can generate a LOT of ideas, and working through them to find what the panelists called the Golden Nuggets can be a manual process.

innovateonpurpose.blogspot.com/...wds-know-about-innovation.html - Preview

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IBM has been sponsoring the Innovation Jam for a few years now. The company’s researchers, employees and outside experts are invited to join in a virtual brainstorm session. They post their ideas for innovations and then others join in, commenting on the posts and voting for their favorites.

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1. How detailed should social media guidelines be? 2. When introducing social media into the workplace, how do we address HR concerns about reduced employee productivity? 3. How do you guide employees or manage employees in navigating the gray with respect to posting content that is or is not appropriate in the work environment? 4. # What about content that falls squarely in the HR domain? What if employees use social media to publicize HR issues, or to gain "supporters" to their cause? 5. # Do we have IBM or client examples of stats, use cases or any other stories that address these concerns?

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