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ETD Summit 2009_Teigland


My presentation from the European Training & Development Summit 2009 in Barcelona, Spain in September 2009. More information on the event is here: …

My presentation from the European Training & Development Summit 2009 in Barcelona, Spain in September 2009. More information on the event is here:

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  • 1.
    • Creativity and Innovation through Social Media and Networks
    • Dr. Robin Teigland, aka
    • Karinda Rhode in SL
    • IFL at Stockholm School of Economics
    • Associate Professor
    Photo: Lundholm, Metro September 2009
  • 2. "...when the rate of change outside an organization is greater than the change inside, the end is near...." Jack Welch…
  • 3. A world of rapidly growing knowledge …. > A person’s lifetime in 18th century One week 2009 Fischbowl 2007
  • 4. … that becomes quickly outdated …. 50% knowledge relevant 50% knowledge outdated First year of technical-based education Third year of education
  • 5.
    • Did You Know: Shift Happens
    • How are these trends affecting you and your organization?
  • 6. Human capacity cannot keep up… Cohen & Levinthal 1989 Growth Time Information and knowledge Human absorptive capacity
  • 7.
    • ” No one knows everything,
    • everyone knows something,
    • all knowledge resides in humanity.”
    networks Adapted from Lévy 1997
  • 8. 6 degrees of separation
    • Everybody is connected to everybody else by no more than six degrees of separation.
    • “ Small World Phenomenon”
    • by sociologist Stanley Milgram, 1967
  • 9. The wisdom of the crowds Closed Expensive Complex Accurate Open Inexpensive Simple Close enough Hinton 2007
  • 10. Leveraging external resources to find solutions and solve unsolved problems
  • 11. Transparency: There is nowhere to hide… Fortune, Rey 2008
  • 12. Traditional media vs social media
  • 13. History tends to repeat itself…. Innovation, financial crisis, industrial revolution, … Steam engine Internal combustion engine Microelectronics Late 18 th C Late 19 th C Late 20 th C Schön 2008 Third industrial revolution?
  • 14. A new workforce is appearing… Mahaley 2008, Merrill Lynch 1999, Beck and Wade, Prensky “ Digital Immigrants” “ Digital Natives” Company loyalty Work ≠ Personal Learning=Behind the desk Professional loyalty Work = Personal Learning=Fun and games
  • 15. Digital natives
    • Control
    • Participation
    • Community
    • Creation
    • Impatience
  • 16. Using the social web to build relationships, find information and knowledge, solve problems, and learn
  • 17. Building 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
  • 18. Increasing pressure on “traditional” organizations Formal organization/ Hierarchy Teigland et al. 2005 Social organization / Heterarchy
  • 19. What is a network? A set of actors connected by ties
    • Ties/Links
      • Knowledge, trust, team, sit by, dislike, etc.
      • Alliance, customer, investment, etc.
    • Actors/Nodes
      • Individuals
      • Teams, organizations, etc.
  • 20. Two individuals/organizations with the same number of contacts… B A
  • 21. … but with very different access to resources B A
  • 22. Network dynamics impact creativity and innovation…. Firm A Low on-time High Creative High on-time Low creative Teigland 2003 High creative Virtual community Firm B
  • 23. … as well as organizational learning.. Division 1 Division 2 Improved efficiency over time Stagnant performance over time Schenkel & Teigland 2008 Two divisions within Sundlink (Öresund Bridge)
  • 24. ..and organizational failure
  • 25. External networks are growing in importance! Other people around the world Other employes around the world Other employees in your country Co-Workers Friends Large portion of new ideas and formal collaboration relationships come from external contacts You Alex Eyal Your manager Rami’s manager Hila Yaron Yuval Eduardo Ed Muriel Peter Frequent e-mails Infrequent e-mails Web 2.0 Collaboration
  • 26. Management cannot mandate social relationships 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.
  • 27. External networks create value! Jack Rob Jim Jill Jane Mary Jason George Alex Bob Bill Lisa Doug Sarah Flåten et al, 2009 So, who are the company employees? eZ Software development team
  • 28. Some leadership challenges!
    • Continuous innovation requires extensive knowledge flows between diverse networks (internal and external).
    • When employees are more than 50 feet apart, the likelihood of them collaborating more than once a week is less than 10%.
    • Our networks tend to be homogeneous – we tend to develop relations with people like ourselves.
    • The higher the diversity of team members, the higher the potential for conflict and poor results.
    • Knowledge is sticky within the firm, but flows easily across organizational boundaries within networks of practice.
    • Attracting and retaining talent is challenging due to high professional loyalty.
    Allen 1984, Burt 1992, Brown & Duguid 2002, Marsden 1987, Ruuska & Teigland 2009, Teigland 2003
  • 29. Web 2.0 helps overcome these challenges
    • Finding and connecting with people internally and externally
    • Building communities
    • Sharing information & knowledge
    • Solving problems & finding solutions
    • Learning informally
    • Overcoming diversity challenges
      • through creating collective
      • competence
      • Shared understanding
      • Shared language and norms
  • 30. eZ Wire enables global conversations
  • 31. Serena Software: Strengthening internal and external relationships through Facebook
    • #1 Applications Lifecycle Management (ALM) & business mashup
    • 96 of Fortune 100 as customers
    • 800 employees in 18 countries across globe
    • Facebook Fridays: One hour every Friday on Facebook to find fun and connect with co-workers, customers, family, and friends
    • Average employee age: 46
    • 27 year old Silicon Valley company
    • >90% of employees on FB
  • 32. Forums for customer support and product innovation at Dell
  • 33. Enabling ideas through twitter at Zappos
  • 34. From organization-generated content (OGC) to user-generated content (UGC) Content created by a user to be used by a user Shifting sources of value Content created by an organization to sell to a user Di Gangi 2008
  • 35. Are there any benefits from social media, or is it all hype?
    • Among the clients surveyed by Select Minds, corporate social networking resulted in:
    • Productivity Contributions: Increase in productivity by an average of 10%
    • Retention Contributions: Increase in retention by an average of 9%
    • Increases in New Business: Increase new business by an average of 12%
    • Rehiring Former Employees: On average, rehires made through their Corporate Social Networking program….
      • become fully productive 49% faster than all experienced hires
      • became Star Performers (66%), versus 26% of experienced hires
    Select Minds 2008: "Corporate Social Networking: Increasing the Density of Workplace Connections to Power Business Performance"
  • 36.
  • 37. Virtual or real?
  • 38. Match the tool to the purpose Tool Purpose Example Blogs/Microblogs Conversation Relationship building Information sharing Getting customer and employee feedback Sun Microsystems Ericsson GE Healthcare Discussion forums Self-support Solution finding Customer engagement Dell Wikis Collaboration Mutual problem solving Engagement Motorola Swedbank Social networking sites Community development Relationship building Loyalty building Solution finding Serena Software Victoria’s Secret Jeep Virtual worlds Collaboration Innovation Engagement Knowledge accidents Nokia Philips IBM
  • 39. So, what does all this mean?
    • Organizations have to develop their networks globally - both inside and out
    • Organizations have to leverage social media
      • To win the war for talent
      • To innovate for competitive advantage
    • Organizations have to develop their employees’ network leadership skills
    • Organizations have to cultivate an open, knowledge sharing culture
    I f you love knowledge, set it free …
  • 40. Changing the mindset A new opportunity???
  • 41. IFL at Stockholm School of Economics
    • International organization represented in Sweden, Norway, Finland, Russia, and the Baltic States
    • Ranked 1rst in Financial Times overall ranking of Nordic players
    • Top 10 ranking in Europe among tailored corporate programs
  • 42. Results-driven learning Value
    • Developing worldclass learning processes
    • Live Learning
    • IT-based learning
  • 43. Live Learning - The key to true impact ” Meta” ” Concrete” Translation needed! Input to program from own situation and organisation Translate insights to own business reality Output: Participant inspired yet frustrated due to translation problems Business reality Program reality
  • 44. A Live Change Project at
    • Purpose
      • Concepts : To develop change management techniques and skills through developing and discussing a real change project
      • Competence : To apply change management frameworks and tools
      • Capital : To strengthen your personal networks
      • Change : To create real business benefits at Tieto
    • Project
      • Work in Tieto Accelerator groups
      • Group decides together on one topic for change project
      • Occurs over three program modules
      • Support from IFL faculty and Tieto sponsors
  • 45. A Live Change Project – Social Media
  • 46. IT-based learning: Improving virtual teaming and cross-cultural skills Designed together with Duke CE Task: To build a bridge in your virtual team
  • 47. Our innovation workshops bring together users from across the globe
  • 48. Sessions introducing VWs NY HRPS March 11, 2009 Do you want to learn more?
  • 49. “ I think there’s a world market for maybe five computers.” Thomas Watson, Chairman of IBM, 1943 “ There is no reason anyone would want a computer in their home.” Ken Olson, President, Chairman and Founder of Digital Equipment Corporation, 1977 “ Heavier-than-air flying machines are impossible.” Lord Kelvin, President, Royal Society, 1895
  • 50. All the things right, but not the right thing!
  • 51. Thanks and see you in world! Karinda Rhode aka Robin Teigland [email_address] Photo by H. Lindholm, Metro
  • 52. Interested in a tour? Stepping into the Internet: A tour of Second Life
  • 53. Sources and acknowledgements
    • Books
      • Barabási, Linked: The New Science of Networks . Perseus, 2002
      • Burt, Structural Holes, 1992
      • Castells, The Rise of the Network Society . Blackwell, 2000
      • Cross & Parker, The Hidden Power of Social Networks . Harvard Business School, 2004
      • Gladwell, The Tipping Point . Abacus, 2001
      • Scott, Social Network Analysis . Sage, 2000
      • Teigland, Knowledge Networking , SSE, 2003
      • Teten & Allen, The Virtual Handshake . American Management Assoc., 2007
    • Homepages
      • Wayne Baker,
      • Stephen Bird,
      • Steve Borgatti,
      • Rob Cross,
      • International Network for Social Network Analysis
      • David Krackhardt,
      • Valdis Krebs,
      • Fredrik Liljeros,
      • Steve Mahaley,
      • James Moody,
      • Giancarlo Oriani, (In Italian)
      • Barry Wellman,
  • 54. Sources and acknowledgements (cont’d)
    • Articles and Research Papers
      • Cross, Baker, & Parker, “What creates energy in organizations?”, Sloan Management Review , Summer 2003.
      • Cross, Parise, & Weiss, “Driving Strategic Change with a Network Perspective”, Network Roundtable working paper, 2006.
      • Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Modern, Complex Organization, HBS working paper,
      • Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.
      • Coleman, D. Virtual Team Spaces, 2006.
      • Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.).
      • Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, and Organizations with Technology . John Wiley & Sons, Inc.: New York, 1997.
      • Maznevski, M. High performance from global virtual teams, 2001.
      • Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. International Journal of Project Management .
      • Schermerhorn, Jr., J., Management , 2004.
  • 55. Sources and acknowledgements (cont’d)
    • Presentations
      • Gurteen, Online Information 2007: KM goes Social,
      • Poole, IBM: Web 2.0 goes to work,’