Gast and Zaninishow describe some mainstream corporatecrowdsourcing initiatives:
a software provider for the US Navy, defensecontractors, and emergency responders, developed an internal stock
exchange called “Mutual Fun.” With this stock exchange, “would
entrepreneurs” can pitch internal „IPOs‟ and sell stock at $10 a share upto $10,000 in play money. “When an IPO gains momentu
m and breaks
into the company‟s Top 20, the initiative is funded with seed money.”
The company has surfaced 15 new ideas as a result of its internal IPOsystem.
the IT services and software-development companyopened up its business-planning process, which formerly involved a fewhundred top executives, into an online platform open to more than 8,000employees across the organizations.
“A surge of advice followed. The
inclusive nature of the process helped identify specific ideas for cross-unit collaboration and gave business leaders a chance to obtain detailedand actionable feedback from interested individuals across the
company.” Knowing their documents would be open to scrutiny,
managers prepared more honest and action-oriented documents.
the open-source platform company, employed wikis andcollaborative tools for its planning process, to generate and organizeideas so that any employee could respond with comments orsuggestions. Gast and Zaninishow observe that the new process resulted
in a “significant change in the way the company offers virtualizationservices for enterprise data centers and desktop computer applications” —
and even resulted in a new corporate acquisition. This type of move
“would have been unlikely in the d
ays when the company used its old,
less inclusive planning process.”