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Newcastle network2013

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  • 1. How can you use enterprise technologies to improve organizational performance?
  • 2. What is our organizational focus? What are we trying to improve? What knowledge do we need to capture? What can we leverage to improve the system? How will we measure the results? Focus Improve Knowledge Leverage Measure Networks Relationships Emerging Interactions Innovation Introduction Context Building Blocks Challenges Concerns
  • 3. Introduction Context Building Blocks Challenges Concerns
  • 4.  Social media relies on web-based to focus communication on interactive dialogue between organizations, communities, and individuals  Social Networking leverages technology to build and/or elucidate networks of people who share common interests or activities.  Social Networking sites often include social media tools to facilitate the interaction and conversation Introduction Context Building Blocks Challenges Concerns
  • 5. ©2013LHSTsarl •What is the frame (beliefs, prejudices, experience) that determines what we see? •Which figures are important (what do they mean, how can we compare them, how do they provide a call to action)? •What determines the horizon (one, two or three point perspective of where we need to direct our attention)? •What is the role of the Oracle (in this case technology) : to do it for us,? tell us what to do? to provoke discussion? Introduction Context Building Blocks Challenges Concerns
  • 6. ©2013LHSTsarl  The assumption of order  The assumption of rational choice  The assumption of intentional capacity  The assumption of identity Introduction Context Building Blocks Challenges Concerns
  • 7. ©2013LHSTsarl Organizational rigidity Organic growth Clearly defined functions Connectivity is the key Organizational boundaries Boundaries are thin and permeable Corporate strategy Strategy is in the network Product development cycle Solution selling ©2006 LHST sarl Introduction Context Building Blocks Challenges Concerns
  • 8. ©2013LHSTsarl  Profitability: Profitability measures the added value of an organization in comparing the cost of its resources with that of the products and/or services.  Utilization: Utilization focuses on the extent to which company resources are employed at any given time.  Quality: Quality has been defined variously as „conformance to standards” as well as „client satisfaction‟  Innovation: Innovation can be understood in the context of an organization‟s ability to react to real or perceived changes in the market or in the economy.  Passion: Passion represents the affective response of people to their work environment.  Effectiveness: Effectiveness can be viewed as an output-input ratio that addresses the question of “doing the right things” to meet customer needs and objectives. Introduction Context Building Blocks Challenges Concerns
  • 9. ©2013LHSTsarl Telecommunications Textiles Medicine Leisure Automobile Household appliances… ©2006 LHST sarl Separation, alignment, cohesion Introduction Context Building Blocks Challenges Concerns
  • 10. Introduction Context Building Blocks Challenges Concerns
  • 11. Patti Anklam The Social-Network Toolkit Introduction Context Building Blocks Challenges Concerns
  • 12. Blind trust "Seeing is believing" Trustworthiness Personal or product based reputation Contextual trust What works in a special context Referred trust Relying on the opinions of those we admire Vanessa Hall - The Truth About Trust in Business Introduction Context Building Blocks Challenges Concerns
  • 13. Department Risk Opportunity Human Resources Violation of existing policies Attract, engage, retain IT Information security, data loss Reduce network and desktop support requests Legal Copyright, freedom of speech, libel, audit trails Better corporate oversight, tighter controls Marketing Aggravate brand fracture Enable market to self- educate Customer Service Perceived productivity loss Reduce call centre demand www.erickSchwartzman.com Introduction Context Building Blocks Challenges Concerns
  • 14. Introduction Context Building Blocks Challenges Concerns
  • 15.  Knowledge is not only history: it is a dynamic/changeable process  KM is facilitated by technology, but it is primarily about people, working together and about communication  We need to connect, to put in context, to globalize our information and our knowledge, thus to look for a complex knowledge.  Knowledge management originates from a strategy that is informative, instructional, and cognitive. Introduction Context Building Blocks Challenges Concerns
  • 16.  Culture can be defined as the shared experiences, stories, beliefs, and norms that characterize an organization.  It is a form of individual or collective representation  Cultural change is a change in representations  By applying the concepts and principles of complexity thinking we can gain a new understanding of business culture Introduction Context Building Blocks Challenges Concerns
  • 17.  Common objectives – shared meaning  Actors and actants  Innovation closely tied to organisation  Possibilities tied to societal environment Introduction Context Building Blocks Challenges Concerns
  • 18.  Ordered domain: Known causes and effects.  Ordered domain: Knowable causes and effects.  Un-ordered domain: Complex relationships. Introduction Context Building Blocks Challenges Concerns
  • 19. Introduction Context Building Blocks Challenges Concerns
  • 20. Introduction Context Building Blocks Challenges Concerns
  • 21. 1. The Work Network With whom do you exchange information as part of your daily work routines? 2. The Social Network With whom do you “check in,” inside and outside the office, to find out what is going on? 3. The Innovation Network With whom do you collaborate or kick around new ideas? 4. The Expert Knowledge Network To whom do you turn for expertise or advice? 5. The Career Guidance or Strategic Network. Whom do you go to for advice about the future? 6. The Learning Network. Whom do you work with to improve existing processes or methods? Karen Stephenson Introduction Context Building Blocks Challenges Concerns
  • 22. Characteristic Value Degree Centrality Number of links Betweeness Centrality Role of brokerage Closeness Centrality Vector of visibility Network Centralization Centralized vs Decentralized Network Reach Importance of first 3 levels Boundary Spanners Linked to Innovation Peripheral Players Potential Gateways Introduction Context Building Blocks Challenges Concerns
  • 23.  In physics, a power law relationship between two scalar quantities x and y is any such that the relationship can be written as  <math>y = ax^k,!<math>  where a (the constant of proportionality) and k (the exponent of the power law) are constants.  in its simplest terms roughly eighty percent of the work is done by twenty percent of the network Introduction Context Building Blocks Challenges Concerns
  • 24.  In reality, the market is nothing but a directed network  No manager or firm can succeed or fail alone, customers, managers and teams are inherently linked together in social networks.  The notion of interdependence : managers constitute hubs and nodes of the network, organization learning will filter down and out through the network as a whole.  six degrees of separation : everyone in the world can be reached through a short chain of acquaintances.  Change is marked by "phase transitions" from states of disorder to order: "cascading failure“ and “emergent” threats . Introduction Context Building Blocks Challenges Concerns
  • 25. Introduction Context Building Blocks Challenges Concerns
  • 26. Purpose Enable customers to extend brand, provide critical feedback, and deliver peer-based support; Perform market research and reward loyal customers Key Services Blogs, Wikis, Social Ranking, Info Filtering, Web Conferencing, Discussion, Presence/IM, People Finding Functional Emphasis On Security & Access Control Scaling, Clustering, Failover Reporting & Analytics UI Customization Spam/Naughty Filtering Author, Editing, Commenting Personalization Search Typical Adopters Consumer Goods companies Technology companies Branded Customer Communities Enterprise Social Software Report Introduction Context Building Blocks Challenges Concerns
  • 27. Introduction Context Building Blocks Challenges Concerns
  • 28. Introduction Context Building Blocks Challenges Concerns
  • 29. • Peer to peer banking • Zopa categorizes borrower credit grades; lenders then make offers, borrowers agree to aggegrate rate • Zopa distributes the money, completies the legal paperwork, performing identity/credit checks, and enforces collections. • Zopa mitigates risk for lenders, optimizes market offer for borrowers • Zopa’s repayment rate is currently 99.35 per cent Introduction Context Building Blocks Challenges Concerns
  • 30. The Idea Network Introduction Context Building Blocks Challenges Concerns
  • 31. • Pearltrees is an example of social curation • Users can assemble these pearls into trees based around a topic • Pearltrees is using that data to determine how different topics and bookmarks are related. • In the same vein as Google’s PageRank and Facebook’s EdgeRank, Pearltrees uses TreeRank to explore the notion of an “Interest Graph” Introduction Context Building Blocks Challenges Concerns
  • 32. The Expert Network Introduction Context Building Blocks Challenges Concerns
  • 33. • InnoCentive is an "open innovation" company that tackles research an development problems • Open Innovation suggests that innovation is more likely to come from a community than from an organization • The model addresses problems in engineering, computer science, math, the physical sciences and business. • Cash awards are given for solving challenge problems typically from $10,000 to $100,000. Introduction Context Building Blocks Challenges Concerns
  • 34. The Social Network Introduction Context Building Blocks Challenges Concerns
  • 35. Introduction Context Building Blocks Challenges Concerns
  • 36. Introduction Context Building Blocks Challenges Concerns
  • 37. Introduction Context Building Blocks Challenges Concerns
  • 38.  Information overload  Misplaced costs of social obligations  Information pollution (spam)  Dealing with hierarchy in a professional environment  The quality of information can be very poor Introduction Context Building Blocks Challenges Concerns
  • 39. What is our organizational focus? What are we trying to improve? What knowledge do we need to capture? What can we leverage to improve the system? How will we measure the results? Focus Improve Knowledge Leverage Measure Networks Relationships Emerging Interactions Innovation Introduction Context Building Blocks Challenges Concerns