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Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
Social networks
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Social networks
Social networks
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Social networks

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  • 1. Social Business The Amaté platform Social Networks May 27 2015 - Preliminary Draft - http://DSign4Value.com
  • 2. I. Conflict II. Social Networks III. Complexity IV. Case Studies Challenges ApplicationsNetworksIntroduction A social network is a map of the relationships between individuals, indicating the ways in which they are connected. • The world is composed of networks rather than tightly-bounded groups • Networks provide flexible means of social organization and of thinking about social organization • Networks have emergent properties of structure and composition
  • 3. ©2013 L. SCHLENKER Partners Stockholders Clients Employees How can the social business enhance customer value? Social Business strategies help us understand the motivations, experience and objectives of the internal and external clients of the organization Challenges ApplicationsNetworksIntroduction
  • 4. ©2013 L. SCHLENKER Challenges ApplicationsNetworksIntroduction Focus Improve Knowledge Leverage Measure CRM Processes Explicit Transactions Efficiency Social CRM Relationships Implicit Message Effectiveness Social Networks Networks Emerging Interactions Innovation Quantified Self Individual Self- Knowledge “Dasein” Self realization Transformation Places Layered Ideas Agility
  • 5. • The assumption of order • The assumption of rational choice • The assumption of intentional capacity • The assumption of identity Challenges ApplicationsNetworksIntroduction
  • 6. ©2013LHSTsarl Telecommunications Textiles Medicine Leisure Automobile Household appliances… Separation, alignment, cohesion Challenges ApplicationsNetworksIntroduction
  • 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 Challenges ApplicationsNetworksIntroduction
  • 8. 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 Challenges ApplicationsNetworksIntroduction
  • 9. • 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. Challenges ApplicationsNetworksIntroduction
  • 10. Patti Anklam The Social-Network Toolkit Challenges ApplicationsNetworksIntroduction
  • 11. Challenges ApplicationsNetworksIntroduction
  • 12. Challenges ApplicationsNetworksIntroduction
  • 13. Patti Anklam The Social-Network Toolkit Challenges ApplicationsNetworksIntroduction
  • 14. • 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. Challenges ApplicationsNetworksIntroduction
  • 15. • Form of individual or collective representation • Culture isn’t a thing but a process • 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 Challenges ApplicationsNetworksIntroduction
  • 16. • Common objectives – shared meaning • Actors and actants • Innovation closely tied to organisation • Possibilities tied to societal environment Challenges ApplicationsNetworksIntroduction
  • 17. • Ordered domain: Known causes and effects. • Ordered domain: Knowable causes and effects. • Un-ordered domain: Complex relationships. • Un-ordered domain: Chaos Challenges ApplicationsNetworksIntroduction
  • 18. Long version Short version Challenges ApplicationsNetworksIntroduction
  • 19. Challenges ApplicationsNetworksIntroduction
  • 20. • A chaordic system is a complex and dynamical arrangement of connections between elements forming a unified whole. • Determinism; • Nonlinearity; • Sensitive Dependence on Initial Conditions; and • Periodicity Challenges ApplicationsNetworksIntroduction
  • 21. • 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 Challenges ApplicationsNetworksIntroduction
  • 22. • 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. • 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 . Challenges ApplicationsNetworksIntroduction
  • 23. Challenges ApplicationsNetworksIntroduction
  • 24. Challenges ApplicationsNetworksIntroduction
  • 25. Challenges ApplicationsNetworksIntroduction
  • 26. • Actors and their actions are viewed as interdependent rather than independent, autonomous units • Relational ties (linkages) between actors are channels for transfer or “flow” of resources (either material or nonmaterial) • Network models focusing on individuals view the network structure environment as providing opportunities for or constraints on individual action • Network models conceptualize structure (social, economic, political, and so forth) as lasting patterns of relations among actors • (Wasserman/Faust 2008:4) Challenges ApplicationsNetworksIntroduction
  • 27. • actor • relational tie • dyad • triad • subgroup • group • relation • social network Dr. Denis Guber Challenges ApplicationsNetworksIntroduction
  • 28. 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 Challenges ApplicationsNetworksIntroduction
  • 29. 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 Challenges ApplicationsNetworksIntroduction
  • 30. Challenges ApplicationsNetworksIntroduction
  • 31. • 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 Challenges ApplicationsNetworksIntroduction
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