Knowledge Is Power: The Rise of The Social Business

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For over twenty years organisations have been deploying technologies that promise to change the way we work. From groupware, to content management, to social. From Lotus Notes, to SharePoint, to …

For over twenty years organisations have been deploying technologies that promise to change the way we work. From groupware, to content management, to social. From Lotus Notes, to SharePoint, to Yammer. Yet for many organisations the benefits remain elusive. One recent study into the use of Enterprise 2.0 technologies within a global telecommunication company concluded that achieving the goals of such technology investments will be dependent of reconfiguration and redesign of the whole socio-technical and managerial system. Industry analysts, guru managers and the press offer visionary statements such as "Social is a philosophy, a way of life that empowers customers and users" but there's little concrete advice or guidance for managers or executives.

In this session we'll examine the transformational potential of social, collaborative and content management technology in business and present a framework for realising the that potential by harmonising management approaches to Strategy, People, Knowledge and Technology.

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  • 1. Knowledge Is Power: The Rise Of The Social Business November 2013
  • 2. Who Am I?
  • 3. Connect, Communicate, Collaborate
  • 4. Why Am I Here? The perceived problem is that the phenomenon of social business is not well understood within the context of strategic management and that as a result significant amounts of time, effort and money are being wasted and opportunities are being missed.
  • 5. What Am I Going To Talk About? 1. The Rise of the social business 2. Strategy 3. Knowledge & Learning 4. People 5. Technology 6. Q&A
  • 6. The Rise Of The Social Business
  • 7. The Rise Of Social Business 2006 -2013 1925 – 1950 Command and control 1895 – 1905 management vs. ownership 1988 -2006 Information based organisation Social Business?
  • 8. 1988 - The New Organisation 1. Developing rewards, recognition and career opportunities for specialists 2. Creating a unified vision in an organisation of specialists 3. Devising the management structure for an organisation of task forces Drucker, P F (1988) 'THE COMING OF THE NEW ORGANIZATION'. Harvard Business Review, 66 (1): 45-53.
  • 9. 2006 - Enterprise 2.0 “Enterprise 2.0 technologies have the potential to usher in a new era… Because of the challenges these technologies bring… there will be significant differences in companies abilities to exploit them… Because of the opportunities these differences will matter a great deal” Mcafee, A P (2006) 'Enterprise 2.0: The Dawn of Emergent Collaboration'. MIT Sloan Management Review, 47 (3): 21-28.
  • 10. 2011 – Social Business “Enterprise 2.0 technologies offer considerable promise for redefining the workplace.. Achieving these elusive goals will be dependent on reconfiguration and redesign of the whole sociotechnical and managerial system” Denyer, D, Parry, E and Flowers, P (2011) '“Social”, “Open” and “Participative”? Exploring Personal Experiences and Organisational Effects of Enterprise2.0 Use'. Long Range Planning, 44 (5/6): 375-396.
  • 11. 2013 – Social Business 1.No clear strategy 2.No clear business case or value proposition 3.Competing priorities MIT Sloan Management Research Report 2013
  • 12. The Problem With ‘Social’ “You can’t stop it. Once you make it available to people.. The magic happens… Sometimes if people ask me to quantify in euros or dollars what the platform has delivered I tell them to look at the change of mind-set, the information sharing and how quickly information passes around” – (Forbes article 2012)
  • 13. Strategy
  • 14. Perspectives On Strategic Management
  • 15. Knowledge & Learning
  • 16. What’s Your Strategy For Managing Knowledge? Hansen, M T, Nohria, N and Tierney, T (1999) 'WHAT'S YOUR STRATEGY FOR MANAGING KNOWLEDGE?'. Harvard Business Review, 77 (2): 106-116.
  • 17. Organisational Ambidexterity Filippini, R, Güttel, W H and Nosella, A (2012) 'Ambidexterity and the evolution of knowledge management initiatives'. Journal of Business Research, 65 (3): 317-324.
  • 18. People
  • 19. The Rise Of The Knowledge Worker 1910 Factory Worker 2013 Knowledge Worker
  • 20. Management & Culture http://www.slideshare.net/reed2001/culture-1798664?from_search=1
  • 21. Productivity & The Strength Of Weak Ties LEE, R. 2009. Social capital and business and management: Setting a research agenda. International Journal of Management Reviews, 11, 247-273.
  • 22. Productivity & The SearchTransfer Problem HANSEN, M. T. 1999. The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits. Administrative Science Quarterly, 44, 82-111.
  • 23. Productivity & Social Networks Cross, R, Liedtka, J and Weiss, L (2005) 'A Practical Guide to Social Networks'. Harvard Business Review, 83 (3): 124-132.
  • 24. Leading The Social Business “To be successful internal SM must focus on building emotional capital” Authenticity Pride “Research suggests most successful employee communities tend to be actively managed by executives” Attachment QUY, H. U. Y. & SHIPILOV, A. 2012. The Key to Social Media Success Within Organizations. MIT Sloan Management Review, 54, 73-81. Fun
  • 25. The Innovation Argument
  • 26. Technology
  • 27. Services It’s How The Internet Works
  • 28. Communities Service
  • 29. Teams Service
  • 30. Social Networking Service
  • 31. Content Services
  • 32. What Have I Been Talking About?
  • 33. Key Messages
  • 34. Redefining ‘Social Business" “A social business is an organisation that explicitly and systematically harmonises management approaches to strategy, knowledge, people and technology with the aim of delivering benefits associated with knowledge worker productivity and innovation””
  • 35. Q&A
  • 36. Thank You