Med 5800 godkända US patent förra året passerad inte bara IBM 5000 vallen utan befäste också positionen som världens mest innovativa företag för 18 :e året i rad. Mikael Haglund som tilldagligdags är Chief Technologist och evangelist inom Innovation på IBM i Norden, förklarar vad Innovation är och vad som krävs för att man skall bli framgånsgrik inom Innovation. Ta med dig en del vår erfarenhet och vad som krävs för att lyckas inom Innovation. Talare: Andreas Lundgren, Corporate Citizenship & Corporate Affairs Manager, IBM Besök http://smarterbusiness.se för mer information.

1. Innovation på IBM
Andreas Lundgren
External Relations
IBM

2. ”Agenda”, or overview, or gameplan, or...
• Innovation, Definition and example, trends and aspects
• Structured and unstructured – a look at the IBM
organization and innovation
– Integrated Product Development – the very structured process
for the very structured development
– Tools and thinking around distributed, (initially) unstructured
innovation
– Example of employee innovation
• Tools discussion, Lotus Connections, Rational...

5. 100 years of innovation
http://www.ibm.com/ibm100

6. Patent Leadership
2011 US Patent Leaders
Number of Patents
© 2012 IBM Corporation
Source: IFI Patent Intelligence

7. What do we
mean?

8. Innovation occurs at the intersection of invention and insight.
It is about the application of invention.
Value, value, value!
Something new
New ideas that add value

12. Trends In Innovation
• Collaborative
• Multi-disciplinary
• Global
• Open

14. Facets of Innovation
• Top Down
• Lead and support from the top. Give permission to be innovative
• Support a culture of innovation and lead by example
• Proven capability to innovate part of promotion criteria
• Supporting IT framework – anyone can add content
• From the Base Up
• Engage everyone – close to the ground and near the customers is where the challenges to innovate
around can be found
• Use all brains of the organization
• In From the Side
• Collaborative innovation, value networks, open innovation, Disruptive Business Platforms

15. Structured
or not so
structured

16. IBM’s
Organizational
Chart

17. Global Business Services
(Solutions, transformations)
Global Technology Services
(Service Catalogue, Outsourcing...)
Clients/Markets
Industry Frameworks
Sales
(”One IBM” in front of
the clients, Long term
relationships)
Software Products and
Solutions
(Develop and sell)
Research
(Future technologies,
services and customer Hardware Products and
specific solutions) components
(Develop and sell)

18. Structured Innovation in Product Development
• Integrated Product Development
– IBM’s process for structured development of products & services products
– Since mid 1990:s
• Used by parts of IBM that develop software (SWG), hardware (STG)
and service products (GTS)
• Has collaborative elements, brings in Lean and Agile, measurements
and controls
• Under constant refinement

19. Integrated Product Development
(as shown externally)
http://asq.org/quality-progress/2006/08/one-good-idea/improve-product-development-using-ipd.html

20. Top down
support

21. IBM, The Innovation Company
(top down support)
One cohesive, company-wide strategy for
defining, measuring, shaping and sparking
innovation, as the base for IBM’s culture
Examples in practice: Innovative things are held up as good examples and
awarded. The importance of innovation is stressed. Funding for innovative
solutions made available. New social tools used by executive leadership.

22. Formalized Technical Professions & Careers
Examples: Consultant, IT Architect, IT Specialist, Learning Specialist, Project Management, Project
Executive, Product Services, Sales Specialist, Services Solutions Mgmt…
Career steps, example from technical profession: IBM Fellow (approx 50)
Distinguished Engineer (approx 500)
Executive IT Architect
Senior IT Architect
Advisory IT Architect
Associate IT Architect
Meritocracy – not pay-grades based on age/years in profession
Certifications
Giveback, patents, publications, mentoring
Proven innovation capabilities necessary for a successful technical career!

23. Tools for
unstructured
innovation

24. • ”F a c e b o o k ”,
”L i n k e d I n ”, P h o n e
b o o k , s i mp l e C V
Social tools – enablers. Greasing thet wheels
• C o mmu n i i e s ,
g a t h e r i n g t h e
o t h e r t o o l s a n d
s o me a d d i t i o n a l
s u c h a s f o r u ms
•St a t u s u p d a t e s
(”T w i t t e r ”)
•Bl o g s
• S o c i a l B o o k ma r k s
(”D e l i c i o u s ”)
• R e a l l y S i mp l e
p r o j e c t
ma n a g e me n t
•Fi l e s h a r i n g ,
l i k e ”D r o p b o x ”
wi t h a c t i v e
s h a r i n g a n d
s e a r c h
• Wi k i s i n g e n e r a l

26. Example from Swedish (Skånsk) colleague
[pau rijktigt]
400.000 profiles in IBM’s internal phone book

27. I want to be able to
smartphone scan in
Profiles. Did not find it so
I made it...

28. Collaborative
innovation

29. Examples from IBM Software Group
• Open Source
– Apache Foundation, Linux community, Eclipse
– GPFS, UIMA, OpenOffice, MQTT
– Java community, OpenStack
• Open Development
– Jazz, Rational Team Concert
• DeveloperWorks and AlphaWorks
– Developer community
– Access to early
technology

30. Change, Creativity
and innovation is back

31. External forces impacting the organization
2004 2006 2008 2010 2012
1 Technology factors
1 1 1 1
2 People skills
2 2 2 2
3 3 Market factors
3 3 3
4 4 4 4 4 Macro-economic factors
5 5 5 5 5 Regulatory concerns
6 Globalization
6 6 6 6
7 7 7 7 7 Socio-economic factors
8 8 8 8 8 Environmental issues
9 9 9 9 9 Geopolitical factors
Source: IBM Global Chief Executive Officer Study 2012

32. Outperformers focus more on integrating
technology with business for innovation
%
68 more
69%
If we fail to anticipate a huge
technology step, we might go
out of business.”
Industrial Products CEO, France
41%
of the people who deal with your
customers every day?”
Insurance CEO, United Kingdom
Underperformers
Outperformers
Source: IBM Global Chief Executive Officer Study 2012

33. Organizational openness introduces
new opportunities to create value
through employee collaboration
Differentiate through better
data access, insight and
translation into actions
Partner for innovation, disrupt, and
derive revenue from new sources
Source: IBM Global Chief Executive Officer Study 2012