IBM

How to Scale a Culture of Human Understanding

by ELEANOR BARTOSH and CHRIS HAMMOND, IBM IBM is big. We have around 350,000 employees including 20,000 design and user experience professionals, and only a fraction of them are experienced design researchers. Many of you reading this also work in or with large enterprise organizations and, as you know, at that scale it can be easy to get lost. At times, you might feel your research is undervalued and that you, as a researcher, are marginalized. We've been there, too, so we've identified some strategies that help to both address these issues and grow understanding at scale. Crucially, we believe that the whole cross-functional team, not just the researcher, bares equal responsibility for advancing an understanding of the people the organization serves—more colloquially users, customers, constituents, and communities. At this point, you may be thinking, "But wait...I'm not sure I trust my peers to not ask leading questions. I'm not sure they'll pick the right methods, identify the right participants, or analyze the data without...

A Researcher’s Perspective on People Who Build with AI

by ELLEN KOLSTO, IBM Two years ago, I arrived at IBM Design’s Studio in Austin to work on Watson. I didn’t know how to code, thought mastering the set up of my iPhone was a technical achievement and had never researched the world of the developer. Yet here I was, venturing into the very technical realm of artificial intelligence (AI). AI is generally defined by IBM as systems (machines) that can deeply understand a domain, reason towards specific goals, learn continuously from experience and interact naturally with humans. The focus of this definition is on the machine itself. What I have discovered about AI is that while it is certainly about machines, the building of AI is very much about humans. And for my research, it’s about the humans building the machine…the makers. These makers are learning and inventing what it means to actually create a machine that deeply understands a domain or can interact naturally with humans. The definition of these activities is being discovered and reworked everyday. As a researcher...

Scaling Empathy through IBM Design Research

by CHRIS HAMMOND and JESYKA PALMER, IBM Design Research As consultants we practiced the basics of design thinking and user centered design for years with a range of organizations. However, upon joining IBM and learning to apply the IBM Design Thinking mindset, we both realized this way of working differed from our past experiences. This difference is largely expressed by the addition of “the Keys” or IBM’s way to scale design within a large, geographically disparate organization. As researchers and strategists, the most resonate Key is Sponsor Users. A real challenge for enterprise and healthcare programs is access to users and their environment—rarely can you approach a hospital and ask if you can walk into an operating room with cameras and notepads in hand. In the healthcare space, we overcame the challenge by creating partnerships with clinicians and hospitals. These relationships brought clinicians onto our teams and closed the expertise gap. Clinicians shared with us a day in their lives and showed us their struggles...

The Enterprise, On the Go: Exploring Mobile Work Practices at IBM

by CHRISTINE T. WOLF, IBM Research From conference rooms to conference calls, from our homey desk at the office to a hotel room across the world, people are working “on the go” in various ways. Mobile devices make many of these forms of mobile work possible. From the early days of the personal laptop, to the revolutionary Blackberrys and PDAs, to today’s smart phones, tablets, and wearables, our work tools are rapidly changing, and enterprises must quickly adapt new solutions to keep up with our constant mobile demands. At IBM, the importance of mobile enterprise solutions is on everyone’s mind. As we tackle the demands of the enterprise on the go, we are using ethnographic insights to further and deepen our understandings of what “mobile work” means today. Consider Sally*, a tech consultant. She uses her phone to join a conference call with her team while driving to a client site in the morning. At the client site, she presents slides from her laptop and uses her phone to demo solutions. In the afternoon, she is back...

A Perfect Storm? Reimagining Work in the Era of the End of the Job

MELISSA CEFKIN, OBINNA ANYA and ROBERT MOORE Trends of independent workers, an economy of increasingly automated processes and an ethos of the peer-to-peer “sharing economy” are all coming together to transform work and employment as we know them. Emerging forms of “open” and “crowd” work are particularly keen sites for investigating how the structures and experiences of work, employment and organizations are changing. Drawing on research and design of work in organizational contexts, this paper explores how experiences with open and crowd work systems serve as sites of workplace cultural re-imagining. A marketplace, a crowdwork system and a crowdfunding experiment, all implemented within IBM, are examined as instances of new workplace configurations....