Leveraging networks Teigland May2011_MGM
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Leveraging Networks for Leveraging Networks for Improved PerformanceImproved Performance
Dr. Robin Teigland, akaDr. Robin Teigland, akaKarinda Rhode in SL
Stockholm School of EconomicsStockholm School of Economicswww.knowledgenetworking.orgwww.knowledgenetworking.org
www.slideshare.net/eteiglandwww.slideshare.net/eteigland
RobinTeiglandRobinTeigland May 2011May 2011www.hhs.sewww.hhs.se
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TodayToday’’s discussions discussion
Background Background
Understanding organizational networksUnderstanding organizational networks
““ManagingManaging”” organizational networks organizational networks
Leveraging social mediaLeveraging social media
22
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Everyone is talking about networksEveryone is talking about networks
National Innovation Networks
FormalNetworks
Entrepreneurial Networks
Facebook. LinkedIn, Twitter Regional
Networks
Infrastructure Networks
Social Networks
FAS.research
ElectronicNetworks
InformalNetworks
Networksof Practice Networked
organization
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4
Did You Know: Shift HappensDid You Know: Shift Happenshttp://www.youtube.com/watch?http://www.youtube.com/watch?v=cL9Wu2kWwSY&feature=searchv=cL9Wu2kWwSY&feature=search
What trends do you recognize?What trends do you recognize?
How are these trends affecting you How are these trends affecting you and your organization?and your organization?
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GrowthGrowth
TimeTime
Information and knowledge
Human absorptive capacity
Human capacity cannot keep up…Human capacity cannot keep up…
Adapted from Cohen & Levinthal 1989Adapted from Cohen & Levinthal 1989
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””No one knows everything, No one knows everything,
everyone knows something, everyone knows something, all knowledge resides in all knowledge resides in
humanity.”humanity.”networksnetworks
Adapted from Lévy 1997
Six degrees Six degrees of separationof separation
- Milgram, - Milgram, 19671967
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What is a network?What is a network?
A set of actors connected by tiesA set of actors connected by ties
•Ties/LinksTies/Links−Knowledge, trust, Knowledge, trust, team, sit by, dislike, team, sit by, dislike, etc.etc.−Alliance, customer, Alliance, customer, investment, etc.investment, etc.
TieTie
•Actors/NodesActors/Nodes−IndividualsIndividuals−Teams, Teams, organizations, etc.organizations, etc.
ActorActor
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Liljeros 2006
Swedish hip hop artists – mid 2000
??Timbuktu
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Social network analysis has a long Social network analysis has a long history history
and is based on matrix algebraand is based on matrix algebra
99
http://en.wikipedia.org/wiki/Social_network
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TodayToday’’s discussions discussion
Background Background
Understanding organizational networksUnderstanding organizational networks
““ManagingManaging”” organizational networks organizational networks
Leveraging social mediaLeveraging social media
1010
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1111
Uncovering networks in an organizationUncovering networks in an organization
Formal organization Informal organization
Teigland et al. 2005
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Central connectors within one locationCentral connectors within one location
Bottleneck
Teigland 1998
Surprise!!
Stockholm
1212
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Individuals within a firmIndividuals within a firm
Mattsson 2004
< 1 yr1-5 yrs
5-10 yrs10-15 yrs> 15 yrs
Time at firm
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”Birds of a feather flock together”“Lika barn leka bäst”
People find similar people attractive and develop relations with people like themselves
Our networks tend to be homogeneous and not heterogeneous
Marsden 1987, Burt 1990Marsden 1987, Burt 1990 1414
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Stockholm
London
Brussels
HelsinkiMadrid
Copenhagen
Boundary spanners between locationsBoundary spanners between locations
Transferred from
Stockholm
Teigland 1998
San Francisco
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Proximal collaborationProximal collaboration
When people are more than 50 When people are more than 50 feet apart, the likelihood of feet apart, the likelihood of
them collaborating more than them collaborating more than once a week is less than once a week is less than
10%.10%.- Allen 1984
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Organizational communication Organizational communication still occurs within formal silosstill occurs within formal silos
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•US-based MNC with 30 product US-based MNC with 30 product divisionsdivisions•30,328 people for 3 months in 30,328 people for 3 months in 20062006
• > 114 mln emails and > 114 mln emails and meetingsmeetings
•Where does communication occur?Where does communication occur?•Vast majority is within business unit and functional Vast majority is within business unit and functional boundaries, not across themboundaries, not across them
•Who are the boundary spanners?Who are the boundary spanners?•WomenWomen•Mid- to high-level executivesMid- to high-level executives•Sales & marketing executivesSales & marketing executives
Kleinbaum et al 2008Kleinbaum et al 2008
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Trust & reciprocity are essential for
knowledge exchange in
networks
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San Francisco
Stockholm
London
Brussels
Helsinki
MadridCopenhagen
Peripheral players between organizationsPeripheral players between organizations
Teigland 1998
Otherfirms
Electroniccommunities
1919
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Dual loyaltiesDual loyalties
Loyalty
Loyalty Loyalty
Loyalty
OrganizationOrganization ProfessionalProfessionalnetworknetwork
Teigland 2003 2020
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Managing information overloadManaging information overload
2121Whelan & Teigland 2010
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2222
What is the relationship What is the relationship between networks and between networks and
power?power?
Power: Access to and control over resourcesPower: Access to and control over resources
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How does informal power arise?How does informal power arise?
2323Krebs 2004
Jack gains informal power, Jack gains informal power, weakening the boss Lisaweakening the boss Lisa’’s formal s formal
power…power…
Jill
JackBob Lars AnnaSue
Lisa
Mira Sam Fred
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How does informal power arise?How does informal power arise?
2424
……and now Jackand now Jack’’s informal power is s informal power is greater than the boss Lisagreater than the boss Lisa’’s formal s formal
powerpower
……and now Jackand now Jack’’s informal power is s informal power is greater than the boss Lisagreater than the boss Lisa’’s formal s formal
powerpower
Krebs 2004
Jill
JackBob Lars AnnaSue
Lisa
Mira Sam Fred
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Betweenness•Control over what
flows in the network•How often are you on
the shortest path between 2
individuals?
Closeness•Access to what flows
in the network•How quickly can you reach all others in the
network?
Your network position is related to power Your network position is related to power
2525Krebs 2004
JillJack
Bob
Lars
Anna
Sue
Lisa
Mira
Sam
Fred
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What is the relationship What is the relationship between networks and between networks and
performance?performance?
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BA
Two individuals with the same number of Two individuals with the same number of contacts…contacts…
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……but with very different access to resourcesbut with very different access to resources
BA
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Performance differs based on onePerformance differs based on one’’s networks network
Firm A
Lowon-time
HighHighCreative Creative
Highon-time
Low Low creative creative
Teigland 2003Teigland 2003
HighHighcreativecreative
Virtualcommunity
Firm BFirm B
2929
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Performance differs based on onePerformance differs based on one’’s networks network
Firm A
Lowon-time
HighHighCreative Creative
Highon-time
Low Low creative creative
Teigland 2003Teigland 2003
HighHighcreativecreative
Virtualcommunity
Firm BFirm B
3030
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3131
Bill
Dept 3
Dept 4
Dept 1
Dept 2
Sue
Bridging unconnected groups brings Bridging unconnected groups brings advantagesadvantages
•More rapid promotions•Greater career mobility
•Higher salaries•More adaptable to changing environments
Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & BenassiBrass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi
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…..you “hire” his or her network.
When you hire someone,… When you hire someone,…
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Network structure affects performance Network structure affects performance
3333
Division 1Division 1 Division 2Division 2
Improved efficiency over time
Stagnant performance over
timeSchenkel & Teigland 2008Schenkel & Teigland 2008
Two divisions within Sundlink (Öresund Two divisions within Sundlink (Öresund Bridge)Bridge)
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Network structure affects performanceNetwork structure affects performance
3434Barsh et al 2007, McK QuarterlyBarsh et al 2007, McK Quarterly
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Comparing performance across firmsComparing performance across firms
Teigland et al 2000 3535
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Networking activities recognized and rewarded at individual and unit levels
Management support for informal and formal networking activities across internal and external boundariesBest practice task groupPersonal initiatives
Extensive socialization: personnel rotation, cross-office teams, “open” office layout
A visionary organization − Clearly defined mission: ”To make technical contributions
for the advancement and welfare of humanity”− Supporting core values, e.g., teamwork, helpfulness− Company-wide goal of World’s Best Laboratory
Hewlett-PackardHewlett-Packard
Teigland et al 2000 3636
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3737
Other network outcomes?Other network outcomes? Individual level
− Improved effectiveness− Improved job opportunities−Higher salaries−Faster promotions− Increased influence & power− Improved health
Organizational levelOrganizational level−Organizational learningOrganizational learning− Improved innovationImproved innovation− Increased salesIncreased sales−Decreased employee turnoverDecreased employee turnover
Painting by Idahlia Stanley
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Avoid creating insular networksAvoid creating insular networks
http://www.enronexplorer.com/focus/19185#http://www.enronexplorer.com/focus/19185# 3838
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TodayToday’’s discussions discussion
Background Background
Understanding organizational networksUnderstanding organizational networks
““ManagingManaging”” organizational networks organizational networks
Leveraging social mediaLeveraging social media
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4040
Myths about networksMyths about networks
I already know what is going on in my I already know what is going on in my network network
We can’t do much to help informal We can’t do much to help informal networksnetworks
To build networks, you have to To build networks, you have to communicate morecommunicate more
Adapted from Cross et al. 2002
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What do you notice about the informal What do you notice about the informal network? network?
4141Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis
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4242
More social get-togethers and coffee More social get-togethers and coffee breaksbreaks are not the solution are not the solution
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4343
““ManagingManaging”” networks in your organization networks in your organization
BeforeBefore AfterAfter
Anklam & Welch 2005
1. Uncover networks
2. Analyze networks
3. Improve connectedness
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Conduct your own ONAConduct your own ONA
1.1. Uncover strategically important networksUncover strategically important networks− Collaboration generally poor across Collaboration generally poor across functional, functional,
physical, hierarchical, and organizational linesphysical, hierarchical, and organizational lines− Meaningful, actionable relationships, e.g., Meaningful, actionable relationships, e.g.,
information flow, knowledge sharing, trust, information flow, knowledge sharing, trust, decision-makingdecision-making
2.2. Collect and analyze dataCollect and analyze data− E.g., email, survey, interview, observationE.g., email, survey, interview, observation− Visually map dataVisually map data
3.3. Improve connectednessImprove connectedness− Create meaningful feedback sessionsCreate meaningful feedback sessions
4444Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis
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Some questions to askSome questions to ask
CommunicationCommunication: How often do you talk with : How often do you talk with the following people regarding (topic x)?the following people regarding (topic x)?
InformationInformation: Who do you typically seek work-: Who do you typically seek work-related information from?related information from?
Problem-solvingProblem-solving: Who do you typically turn to : Who do you typically turn to for help in thinking through a new or for help in thinking through a new or challenging problem?challenging problem?
KnowKnow: How well do you understand this person: How well do you understand this person’’s knowledge and skills?s knowledge and skills?
AccessAccess: Who is generally accessible to you : Who is generally accessible to you within a sufficient amount of time to help within a sufficient amount of time to help solve a problem?solve a problem?
4545Cross et al 2002Cross et al 2002
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““ManagingManaging”” networks in your organization networks in your organization
BeforeBefore After
Anklam & Welch 2005
1. Uncover networks
2. Analyze networks
3. Improve connectedness
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Analyze and visualize dataAnalyze and visualize data
4747
http://en.wikipedia.org/wiki/Social_network_analysis_software18
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Knowledge sharing across client teamsKnowledge sharing across client teams
4848
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Knowledge sharing across client teamsKnowledge sharing across client teams
4949
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Network of top two leadership layers Network of top two leadership layers
5050Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis
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Multinational best practices teamMultinational best practices team
5151Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis
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5252
IBMIBM’’s Atlas shows the social network of a s Atlas shows the social network of a topictopic
and how to get to someoneand how to get to someone
Poole 2008
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Conduct your own ONAConduct your own ONA
1.1. Uncover strategically important networksUncover strategically important networks− Collaboration generally poor across Collaboration generally poor across functional, functional,
physical, hierarchical, and organizational linesphysical, hierarchical, and organizational lines− Meaningful, actionable relationships, e.g., Meaningful, actionable relationships, e.g.,
information flow, knowledge sharing, trust, information flow, knowledge sharing, trust, decision-makingdecision-making
2.2. Collect and analyze dataCollect and analyze data− E.g., email, survey, interview, observationE.g., email, survey, interview, observation− Visually map dataVisually map data
3.3. Improve connectednessImprove connectedness− Create meaningful feedback sessionsCreate meaningful feedback sessions
5353Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis
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5454
So, what does this mean for you?
An actor’s position in a social network, i.e., social capital, determines in part the actor’s opportunities and constraints
Casper & Murray 2002Casper & Murray 2002
German biotech scientist
s
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Bridging unconnected groups brings Bridging unconnected groups brings advantagesadvantages
•More rapid promotions•Greater career mobility
•Higher salaries•More adaptable to changing environments
Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & BenassiBrass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi 5555
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Build relationships with people Build relationships with people at all hierarchical levelsat all hierarchical levels
Look for complementary Look for complementary skills while maintaining a skills while maintaining a
balance!balance!
Cross, Parise, & Weiss 2006Cross, Parise, & Weiss 2006
Higher: Help with making decisions, Higher: Help with making decisions, acquiring resources, developing acquiring resources, developing political awareness, explaining political awareness, explaining organizational activities beyond organizational activities beyond
local settinglocal setting
Equal: Help brainstorm and provide Equal: Help brainstorm and provide specific help, support, and needed specific help, support, and needed
information information
Lower: Provide best sources of Lower: Provide best sources of technical information and expertisetechnical information and expertise
5656
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5757
Build relationships before you need Build relationships before you need themthem
Strong Strong tiesties
Weak Weak tiesties
Outside Outside organizatioorganizatio
nn
Inside Inside organizatioorganizatio
nn
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Get active!Get active!
5858
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Develop three forms of networkingDevelop three forms of networking
OperationalOperational PersonalPersonal StrategicStrategic
Purpose Getting work done efficiently
Enhancing personal and professional development
Developing and achieving future priorities
Members Mostly internal contacts and focused on current demands
Mostly external contacts and focused on current and future interests
Both internal and external contacts and focused on future
Network attributes
Depth through building strong working relationships
Breadth through reaching out to contacts who can refer you to others
Leverage through creating inside-outside links
5959Ibarra & Hunter, HBR Jan 2007Ibarra & Hunter, HBR Jan 2007
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Tools to analyze one’s networksTools to analyze one’s networks
FacebookFacebook−TouchGraph Facebook Browser: TouchGraph Facebook Browser: −http://www.touchgraph.com/facebookhttp://www.touchgraph.com/facebook
LinkedInLinkedIn−http://inmaps.linkedinlabs.com/http://inmaps.linkedinlabs.com/
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Myths and reality checksMyths and reality checks
I already know what is going on in my network Those who think they know their network the
best are usually the ones who know the least
We can’t do much to help informal networks Informal networks can be “managed”
through changing the organizational context
To build networks, you have to communicate more
Networks can be strategically developed
Adapted from Cross et al. 2002
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TodayToday’’s discussions discussion
Background Background
Understanding organizational networksUnderstanding organizational networks
““ManagingManaging”” organizational networks organizational networks
Leveraging social mediaLeveraging social media
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"...when the rate of change "...when the rate of change outside an organization is outside an organization is greater than the rate of greater than the rate of
change inside, the end is change inside, the end is near...." near...."
Jack Welch…Jack Welch…
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””No one knows everything, No one knows everything,
everyone knows something, everyone knows something, all knowledge resides in all knowledge resides in
humanity.”humanity.”networksnetworks
Adapted from Lévy 1997
Six degrees Six degrees of separationof separation
- Milgram, - Milgram, 19671967
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A shift from being A shift from being problem solvers to solution finders problem solvers to solution finders
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The wisdom of the crowdThe wisdom of the crowd
ClosedClosedExpensiveExpensiveComplexComplexAccurateAccurate
OpenOpenInexpensiveInexpensive
SimpleSimpleClose enoughClose enough
Hinton 2007
AccurateAccurate
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History tends to repeat itself….History tends to repeat itself….Innovation, financial crisis, industrial revolution, Innovation, financial crisis, industrial revolution,
… …
Steam Steam engineengine
Internal Internal combustion combustion
engineengine
MicroelectroniMicroelectronicscs
Late 18Late 18thth C C Late 19Late 19thth C C Late 20Late 20thth C C
Schön 2008
Third industrial revolution?
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Breaking free from Breaking free from ““industrial chainsindustrial chains””??
Industrial Economy AssumptionsIndustrial Economy AssumptionsWork and private life are separateWork and private life are separateWork should be seriousWork should be seriousRoles and responsibilities are appointedRoles and responsibilities are appointedLearning occurs behind the deskLearning occurs behind the deskValue is created by firmValue is created by firm’’s employeess employeesFirms are primary source of value creationFirms are primary source of value creationCompetition is a zero-sum gameCompetition is a zero-sum gameEtc…..Etc…..
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A new workforce is appearing…A new workforce is appearing…
Prensky 2001, Beck and Wade 2004, Mahaley 2008 Prensky 2001, Beck and Wade 2004, Mahaley 2008
““Digital ImmigrantsDigital Immigrants””““Digital NativesDigital Natives””
Company loyaltyCompany loyaltyWork ≠ PersonalWork ≠ Personal
Learning=Behind the deskLearning=Behind the desk
Company loyaltyCompany loyaltyWork ≠ PersonalWork ≠ Personal
Learning=Behind the deskLearning=Behind the desk
Professional loyaltyProfessional loyaltyWork = PersonalWork = Personal
Learning=Fun and gamesLearning=Fun and games
Professional loyaltyProfessional loyaltyWork = PersonalWork = Personal
Learning=Fun and gamesLearning=Fun and games
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Adapted from FredCavazza.net
“u r always on….”
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Drivers of changeDrivers of changeIn
crease
dIn
tera
ctivity
DiGangi 2010DiGangi 2010
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Building skills in virtual environmentsBuilding skills in virtual environments
My CV•Leading a virtual team of 30
individuals from across the globe•Creating and successfully executing strategies under
pressure•Managing cross-cultural conflict
without face-to-face communication
Teigland 2010
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http://www.slideshare.net/helgetenno/post-digital-marketing-2009http://www.slideshare.net/helgetenno/post-digital-marketing-2009
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Our economy changesOur economy changes
Pine Jr. & Gilmore 1998, 1999; DiGangi 2010DiGangi 2010
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Business models
So, what happens to them?
Johnson, Christensen, and Kagermann 2008, DiGangi 2010
They evolve...
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Closed model
Organizations internalize resources for value creation; restrict access to
knowledge, and protect intellectual property. DiGangi 2010DiGangi 2010
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DiGangi 2010DiGangi 2010
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Open model
Organizations leverage both internal and external resources for value
creation; strategically interact with environment DiGangi 2010DiGangi 2010
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Access to 24x7 global workforceAccess to 24x7 global workforce
Average wage Average wage approx. USD 1.40 / approx. USD 1.40 /
hourhourhttp://www.people.fas.harvard.edu/http://www.people.fas.harvard.edu/
~drand/~drand/
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““Distributed groups of individuals Distributed groups of individuals focused on solving general problem focused on solving general problem
and/or developing new solution and/or developing new solution supported by computer-mediated supported by computer-mediated
communication.communication.”” Dahlander & Wallin, 2006 p. 1246Dahlander & Wallin, 2006 p. 1246
User-driven Innovation
DiGangi 2010DiGangi 2010
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DiGangi 2010DiGangi 2010
““Distributed groups of individuals Distributed groups of individuals focused on solving general problem focused on solving general problem
and/or developing new solution and/or developing new solution supported by computer-mediated supported by computer-mediated
communication.communication.”” Dahlander & Wallin, 2006 p. 1246Dahlander & Wallin, 2006 p. 1246
User-driven Innovation
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Who are the Twitter influencers?Who are the Twitter influencers?
http://www.briansolis.com/2011/02/the-interest-graph-on-twitter-is-alive-studying-starbucks-top-http://www.briansolis.com/2011/02/the-interest-graph-on-twitter-is-alive-studying-starbucks-top-followers/followers/
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Word cloud of StarbucksWord cloud of Starbucks’’ top 50,000 consumer profilestop 50,000 consumer profiles
http://www.briansolis.com/2011/02/the-interest-graph-on-twitter-is-alive-studying-starbucks-top-http://www.briansolis.com/2011/02/the-interest-graph-on-twitter-is-alive-studying-starbucks-top-followers/followers/
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Global grassroots fundraisingGlobal grassroots fundraising
8484
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Co-created model
Organizations encourage flow of knowledge between internal and external resources; focus on common good where
both parties benefit DiGangi 2010DiGangi 2010
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eZeZ 230+230+PartnerPartner
ss
37,000+37,000+CommunityCommunitymembersmembers
5,000+5,000+Customers in Customers in 130 countries130 countries
• Open source content management softwareOpen source content management software• Customers include Financial Times, Wall Customers include Financial Times, Wall Street Journal, UN, Vogue, Hitachi, 3M, MITStreet Journal, UN, Vogue, Hitachi, 3M, MIT
• 70 employees in 9 countries (US, Europe & 70 employees in 9 countries (US, Europe & Asia)Asia)
Skien, NorwaySkien, Norway
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eZ PhilosophyeZ Philosophy
Connecting people who share a passion for something they do
so that they can collaborate, share ideas,
learn, and create knowledge
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The backbone of eZ Systems is social The backbone of eZ Systems is social media - media - throughout the value chainthroughout the value chain
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eZ provides eZ provides platforms for interaction platforms for interaction throughout its ecosystemthroughout its ecosystem
eZ Software development team
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Current Research ProjectsCurrent Research Projects
04/08/204/08/233
Driven by both parties sharing their experiences and co-creating value of
network
Private-collective Community
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Threadless:Threadless:What came first What came first
– – the community the community
or the or the company?company?
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My company has blocked my computer from
accessing most of the social media sites. But I feel so cut off from my network. So, now I just connect through my
phone.
Management Management cannot mandatecannot mandate social relationships social relationships
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IBMIBM’’s blogging policy & guidance, s blogging policy & guidance, created by the employeescreated by the employees
Policies based on IBM’sBusiness Conduct
Guidelines
Apply internally and externally
Available on ibm.com“blogging guidelines”
Adapted from Poole 2008
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Empower employees to make right Empower employees to make right decisionsdecisions
Trust your employees and enable social media use
Discuss social media usage and guidelines Use wikis to enable employees to create
company guidelinesProvide examples of good use and poor useCheck out others’ guidelines
http://socialmediagovernance.com/policies.php
When trusted, employees feel When trusted, employees feel empowered to do the right thing!empowered to do the right thing!
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Communicate competitive landscapeCommunicate competitive landscape
What is our strategy?1. Who are our customerscustomers?
2. What products do we sell?3. How do we create value?4. Who are our competitors?
https://www.securestate.com/PublishingImages/Competition-(BIG).gifhttps://www.securestate.com/PublishingImages/Competition-(BIG).gif
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http://www.slideshare.net/themoleskin/introduction-to-social-meida?from=ss_embed
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Transparency, transparency, transparencyTransparency, transparency, transparency
http://twitter.com/#!/zappos
Core Value #6: "Build Open and Honest
Relationships with Communication
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Some things do not changeSome things do not change
Innovation Exchange
Exchange Trust
Trust Relationships
Relationships Interaction
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Leadership moving forward……Leadership moving forward……
HierarchyHierarchyLinear, static, process-Linear, static, process-
based organizationbased organization
HierarchyHierarchyLinear, static, process-Linear, static, process-
based organizationbased organization
HeterarchyHeterarchyDynamic, integrated Dynamic, integrated
collaboration networks collaboration networks
HeterarchyHeterarchyDynamic, integrated Dynamic, integrated
collaboration networks collaboration networks
Teigland 2010
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From the mobility of goods From the mobility of goods to the mobility of financial capital to … to the mobility of financial capital to …
Teigland, JVWR, 2010Teigland, JVWR, 2010
...the “mobility” of ...the “mobility” of labor?labor?
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What should you think about?What should you think about?
How to leverage the power of How to leverage the power of networks to create value inside and networks to create value inside and outside the boundaries of the firm?outside the boundaries of the firm?
How to let go of control and open up How to let go of control and open up your organization?your organization?
How can you have fun?How can you have fun?
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Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin [email protected]@hhs.se
www.knowledgenetworking.owww.knowledgenetworking.orgrg
www.slideshare.net/www.slideshare.net/eteiglandeteigland
www.nordicworlds.net www.nordicworlds.net RobinTeiglandRobinTeigland
Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin [email protected]@hhs.se
www.knowledgenetworking.owww.knowledgenetworking.orgrg
www.slideshare.net/www.slideshare.net/eteiglandeteigland
www.nordicworlds.net www.nordicworlds.net RobinTeiglandRobinTeigland
Photo: Lindholm, Metro
Photo: Nordenskiö
ld
Photo: Lindqvist
If you love knowledge, set it
free…