Created in 2001 at IBM, the Jams are Web 2.0 platform (Internet) based initiatives which main objective is to promote innovation across the company through intensive brainstorming, connecting from a few hundred to tens of thousands of employees, customers and partners business beyond the organizational, geographic location or functional boundaries to develop practical ideas about urgent or critical business issues. They represent a unique opportunity to contribute with innovative ideas for people through social collaboration, sharing their perspectives and creating new possibilities to influence the future of the business. This case study aims to examine empirically how the Internet can be a collaborative element of the strategic transformation of IBM, described the interventions within the context where they occurred, to solve real problems and develop experimental strategies (business strategy formulation through social networking). In addition to enable improvements in the operations and catalyze a cultural change to establish an organizational culture based on trust and collaborative innovation among employees, it was found in this study that the Jams stronger their feelings about the opportunities available in the organization, breaking down the barriers of hierarchy, and especially in assisting the organization on its values definition and implementation, and to prioritize operational plans.