What is the value?

Organizations spend large amounts of money for specialized talent and experience from the outside. Yet were management able to efficiently target, uncover and unleash hidden knowledge inside their organization to solve critical business issues, imagine how much more money would fall to the bottom line.

The premise of im21 is that the knowledge your organization needs to succeed rests with your people and the networks they are part of. Our integrated approach:

  • identifies the informal networks of knowledgeable employees and other stakeholders
  • designs collaborative processes through which these people can quickly exchange ideas and share information on solutions you can act on immediately
  • establishes meaningful metrics to measure the effects of inclusive collaboration and communication



See some real-world stories.

at the water cooler

Connected Innovation

From an interview with Larry Huston who was vice president of knowledge and innovation for many years at Procter & Gamble.

"Well, the biggest challenge of making a company into a connected innovation company is number one: It's got to be a strategic capability. This is a strategic platform for a corporation. This is not something that a department within a pharma company or a car company or a consumer products company can do. This has to be something where the CEO and the management team says, we're going to make a fundamental shift. We believe that our current invented model is not sustainable to create the needed levels of top line growth we need, and that we've got to find a new way to create shareholder value and value for our consumers or customers."

Published: June 27, 2007 in Knowledge@Wharton