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Social sourcing and lean leadership for european project opening up

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  • 1. Success in Social Sourcing With Leadership OpeningUp Summer Academy may 2013 Discovery line Frank Willems Professor Leadership and Social Sourcing Hanze University of Applied Sciences Groningen
  • 2. Agenda • Practical cases in social sourcing as input for inspiration • Social network theory as base for exploration and connection • Lean Leadership principles for success in social sourcing • Your challenge…
  • 3. Practical cases in social sourcing as input for inspiration
  • 4. From forced tribe to Crowdsourcing in long-term vision at my country village Werkhoven
  • 5. With the effect of improved quality of life and secured change approach for future issues Passion and commitment of the villagers as an example for the municipality
  • 6. Vangstenregistratie.nl, 7000 professional fishermen provide the Ministry of Agriculture valuable information on water quality and share their knowledge with 350.000 other fishers
  • 7. Vangstenregistratie.nl, 7000 professional fishermen provide the Ministry of Agriculture valuable information on water quality and share their knowledge with 350.000 other fishers
  • 8. Grunneger Power, started as neighbourhood initiative (Tribe) in sharing usage of solar panels; Now a civilians owned energycorporation with 3000 members: establishment is not amused
  • 9. Wikipilot Nautical Maps Crowdsourcing project; drives unexpected connections and passion
  • 10. Social network theory as base for exploration and connection
  • 11. Crowdsourcing Tribes Co-creation Co-creation is a new way of market- or business strategy that emphasizes the development and ongoing realization of mutual firm-customer value Social sourcing Crowdsourcing is outsourcing tasks, traditionally performed by an employee or contractor, to an undefined, large group of people or community (a crowd), through an open call A tribe is a group of people connected to one another, connected to a leader and connected to an idea
  • 12. Relevant social network theories Nicholas Christakis: Our experience with the world depends on the factual structure of our networks and all that flows in these networks Ronald Burt: People focus on activities within their own group and that causes ‘structural holes’ in information flow between these groups Stanley Milgram: Everyone at this earth is connected with each other by a network of connection steps with six degres of separation. This research was done in 1967 and in 2012 again; the separation now will be 4,74 steps
  • 13. Creators Critics Collectors Joiners Spectators Inactives The Groundswell ladder shows the levels of participation; at which level are you participating?
  • 14. Creators Critics Collectors Joiners Spectators Inactives The Groundswell ladder in combination with the Graves profile as indicator for participation
  • 15. Social networks (2N) Interactive networks (N2) Hierarchical networks (N) Value of the network Number of participants The combination of the scientifically laws of Sarnoff (value of hierarchical network is equal to the number of participants), Metcalfe (value of a interactive networks Increases Qudratic with new participants) and Reed (value of social networks grows exponentially) gives an idea of the effects of networks Source: Prof Dr. Wim de Ridder, De wereld breekt open
  • 16. Find the creators in the middle and the connectors at the edges of your social network. You can use LinkedIn Inmap to find these people
  • 17. 1% Creators In Internet culture, a lurker is a person who reads discussions on a message board, newsgroup, chatroom, file sharing, listening to people in VOIP calls such as Skype and Conference calls or other interactive systems, but rarely or never participates actively Source: Ridings, Gefen & Arinze, Psychological Barriers: Lurker and Poster Motivation and Behavior in Online Communities
  • 18. 90% Lurkers Early Majority 34% Collectors Late Majority 34% Joiners Laggards 16% Spectators Inactives Innovators 2,5% Creators Early Adopters 13,5% Critics Marketshare Find the right crowd with innovation and social sourcing principles & Participation Groundswell ladder of particpation Find this crowd and challenge the tipping point
  • 19. Lean Leadership principles for success in social sourcing
  • 20. Result of right Leadership and social sourcing Effect Energy and time 2 3 4 Line of development by social sourcing and Lean Leadership
  • 21. Create a continuous flow Aim for continiuos perfection Define the value of your product or service based on customerperspective Identify the valuestream Lean is systematically developing people and continuous improving processes (value streams) to create real customer value and create success with respect for people and sustainable usage of resources Change from a push based system to a customer pull based system 1 2 3 4 5 Identifiy and visualise the valuestream and eliminate waste The 5 base principles of Lean Necessary but not directly adding value (35%) Value added (3-5%) Not adding value (waste or muda) (60%) Focus of most of the traditional improvements Focus of Lean in first instance: 8 wastes Eliminate wastes
  • 22. Go and See Ask Why? A3 thinking for problem solving and Show Respect strategy deployment Gemba walks for learning to see problems Lean also supports in solving problems and gives techniques for observing what really happens
  • 23. How What Why Feeling, Trust and intuition (Lymbic brain) Rationality and analytial mind (Neocortex) From inside to outside People connect better with you when it is clear why you do it, not what you do
  • 24. Theory U as ‘toolkit’ for leaders Open Mind Open Heart Open Will LISTENING 2: from outside disconfirming [new] data Downloading habits of judgment reconfirming old opinions & judgments Factual listening noticing differences LISTENING 3: from within seeing through another person‘s eyes emotional connection Empathic listening LISTENING 1: from habits LISTENING 4: from Source connecting to an emerging future whole; shift in identity and self Generative listening (from the future wanting to emerge)
  • 25. Level Intervention Description 2. Seeing Community Building Group Agree and setting conditions for unifying group communications 2. Seeing Attentive observation (Gemba Walk) Sensation and experience what you really see and hear 2. Seeing Future Search Sharing past, present, future dreams and map common interests 3. Sensing Nature walk Silence Walk, nature experience 4. Presencing Meditation Strengthening coordination in team 4. Presencing Social dreaming Share parts of dreams and collective dreams to come The interventions of TheoryU to develop leadership and change people
  • 26. Golden Circle (Sinek ) Human Needs (Assink) Human Mo va ons (Barre ) Level of Consciousness (Barre ) TheoryU level (Scharmer) TheoryU leadership skill Why Spiritual Make the difference 7 Performing Act in conjunc on with the en re new system Co-crea on 6 Prototyping New way of ac ng by connected heads, hearth and hands Internal cohesion 5 Let arise ‘Open Will’ Connected with the future that can be designed and touched How Mental Transforma on 4 Connect with the source, Presencing Genera ve listening, collec ve connected Emo onal Self-Esteem 3 In contact with the system ‘Open heart’ Empathically listening, release and connect Rela onal 2 Seeing with fresh eyes ‘Open Mind’ Factual listening, seeing the difference What Fysical Survive 1 Listening from habits Downloading from old pa erns 4 In my research projects we are researching the combination of leadership principles and participation levels based on the combination of these leadership theories
  • 27. • Prof. Johan Bollen: http://www.youtube.com/watch?v=r5dxYc3pD5Y The Twitter Mood research by Prof. Johan Bollen has inspired us to use social media data for analysing and solving problems and to build our Social Media Lab
  • 28. The analysis of Social Media data gives a good view of what has happened during ProjectxHaren at 21th September 2012 Source: Members of the research group of the Hanze Social Media Lab and Social Media analysts
  • 29. Your challenge…
  • 30. + Solve problems with Social Media Data and Lean Management problem solving techniques What’s your problem? Having no problem is the worst problem!
  • 31. Listen, observe and feel; What and who you need is closer than you think Identify the real problem, check the facts and release your habits Choose, check and connect, be critical Focus will lead to better results, aim for a high level of professionalism Monitor the added value for your customers and sustainable deployment of people and resources (Co) Create (together) and enjoy Create flow by connecting the right social network of passionated people
  • 32. @frankwillems www.frankwillems.nl

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