We
are
the
people join
the
real‐/me
conversa/on!            INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu...
Collaboraon,
where
it
all
started...         Trust                                     Belonging  •   Strategy,
Governance...
The scent of information....                                                     emergence ofhttp://www.flickr.com/photos/...
INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
http://www.flickr.com/photos/marc_smith/                                           INSTITUTIONEN FÖR TILLÄMPAD INFORMATION...
CognitiveSurplus?            INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
Collective Action                    INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
Being
Social   INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
Strategy?                                                            Wayfinding - where are we heading...                 ...
"...when the rate of change   outside an organization isgreater than the change inside,       the end is near...."        ...
Closed modelOrganizations internalize resources for valuecreation; restrict access to knowledge, and       protect intelle...
Open modelOrganizations leverage both internal and external resources for value creation; strategically interact with envi...
A new workforce is appearing…      “Digital Natives”                           “Digital Immigrants”   Professional loyalty...
The Future SocialEnterprise                  ‘Smart Markets’                            Customers/consumers               ...
Open
Innova/on     • Where
do
good
ideas
come
from?http://www.flickr.com/photos/66718489@N00/47491263/                    ...
• Social
Business
Intelligence              Listenhttp://www.flickr.com/photos/fabulousminge/2583367959/                  ...
Collaboration Themes                                                                     Participation -                  ...
INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
Customer Participationhttp://www.flickr.com/photos/usnationalarchives/5198100651/                                         ...
DiGangi 2010
User-driven InnovationDiGangi 2010
User-driven Innovation               “Distributed groups of individuals focused                   on solving general probl...
Co-created model Organizations encourage flow of knowledgebetween internal and external resources; focus on common good wh...
Threadless:What came first –the community or  the company?
INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
But how to balance needs of community with needs of firm in value co-creation model?                                 DiGan...
Habitats         • Community
orienta/on                  – Mee/ngs                  – Open‐ended
conversa/ons             ...
INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
Ecosystems of activity
Framtidens kunskapshantering via Sociala Medier      Information Shadow                                 INSTITUTIONEN FÖR ...
Web
of
Things!     INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
The
Social
Bot• @TowerBridge                 INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
The emerging Intranet….                          INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
User Adoption                                                                                                             ...
Persuade
the
end‐user
• Hot
triggers
in
the
pathway
of
the
end‐user
(B.
  J
Fogg)• Triggers,
mo/va/on
and
ability        ...
Governance  Finding the patterns of collaboration - game plan/rules  ‘geology of minds’                                   ...
Framtidens kunskapshantering via Sociala Medier                       Adapta/on       Agile                  KnowledgeFlux...
Every
Large
Enterprise
site
is
a
complex
                       adap+ve
system               • John
Holland               ...
Can
we
Govern
a
series
of
moving
targets?          INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
More
from
John
Holland:• ”the
control
of
a
complex
adap/ve
system
tends
  to
be
highly
dispersed
and
decentralised…• ”the
...
Leadership moving forward……         Hierarchy                     Heterarchy   Linear, static, process-       Dynamic, int...
Open Leadership                  Having confidence and              humility to give up need to be                in contr...
Q&AFredric
Landqvist,
Researcher
&
Senior
  Informa/on
Management
StrategistFredric.Landqvist@knowit.se,
fredric@landqvist...
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Itit collaboration social business

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  • Background Image Source: http://www.flickr.com/photos/betta_design/922748164/\n
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  • What do these younger people expect? Many people 50 years – high dedication – \nMindset – continues to be huge effort to get people to change - \n\nhttp://www.youtube.com/watch?v=MbX_I2fuqJk&feature=PlayList&p=079F3CFE9701D083&index=0\nhttp://www.youtube.com/watch?v=fOfUR1d9Lsw&feature=related\n\nSpeaker notes:\n\nAnd that is exactly what we are seeing now. Here on this chart you can see the distribution of the population (US figures). On the right of the red line are the “digital immigrants” or those who did not grow up with digital technology such as the computer and the internet, while on the left of the red line we see the “digital natives” or those who have grown up with the internet always there. I would just like to say that I am not wild about this categorization, especially since I belong to the baby boomers but I see myself more of a digital native – I used to visit the university computer center with my father in the early 1970s, but I think that it works as a generalization to help explain the changes we are seeing.\n\nThe interesting thing is that this new generation of workers is huge and is even larger than the babyboomers and in fact in the US, 56 mln are old enough to be employees with 7 million already managers. Those that are 38 and younger are the gamers and those that are 28 years and younger are the net-generation and we now have a new generation that is entering the workforce that has grown up with mobile phones. These generations have a different outlook on work, learning, and play. On the right hand side, we have individuals with a high degree of company loyalty and in which there was a clear line between work and one’s personal or social life and play was something to be done only in one’s free time. However, in these new generations we have individuals who are more loyal to their peers and their professions – choosing to mix their working life with their personal life while also not seeing such a clear line between work and play. And anyway, who ever said that we cannot combine work and play?\n\n(Next slide)\n\n\ndanah boyd: Unlike adults, who are relearning how to behave in public because of networked technologies, teens are simply learning how to behave in public with networked publics in mind.\n\nOther notes\n\nThe new generation is huge - 90 million people in USA alone\nLarger than baby boomers\n81% of US business population ≤ age 34 are gamers\n56 million old enough to be employees\n7 million already managers \n\nCNRS – isabelle berrebi\n\n\nPoints: we are looking at a wave of Digital Natives that are already in our workforce.\n\nThat design of learning will in large part be for some portion of these 90 million americans, not to mention the internationals. 38 years old and younger – they are the gamers. 28 years old and younger – these are the net-generation, having grown up with the internet always being there.\n\nThese are people for whom the technology has always been available to provide them with engaging experiences, connections beyond the realm of their home towns to people and information that otherwise would never have been available or accessible. \n
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  • \nRT: presents Threadless, http://www.nickburcher.com/2009/05/threadless-twitter-tees-another-example.html\n\n1,530,000 followers on Twitter\nThe whole business model for Threadless is based on an implicit understanding of how the social web works and gives a great demonstration of how communities can be built and harnessed across an organisation. Identifying online enthusiasts and passion groups and then using social platforms to bring them into the core of a business would appear to be a more powerful way of utilising social opportunities than just running ads on Facebook - but it requires a good deal more commitment. The media aspect of social offers some exciting opportunities for brands, but the potential of the social web can be significantly greater if the power of community is fully realised.\n\n In summary, there has to be purpose behind why you use social media. Largest challenge is about changing the mindset though – where create value? Use of social media considerably larger in smaller companies: Inc 100 vs Fortune 100. In these smaller companies, social media being used as a leadership tool as well. Let’s hear from some of you now on your thoughts about social media. \n\n(Next Slide)\n
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  • Adaptation: Fredrik Lindström exempel!\n\nFocus hos IM (BI/DW) = Architecture, Strategy, Roles, Process, Governance, Tools and Management!!!\n\nMänniskor: Tar godtyckliga beslut baserade på hörsägen, vänner/nätverk, tidigare erfarenhet, uppfattade signaler utifrån!\nVerkligheten är föränderlig, upprepande, öppen och framväxande….\n\nIM måsta ta avstamp i vardagen!\n\nIM är både strukturerad och ostrukturerad data i en salig blandning, och mitt i detta arbetar vi med kontrollerade vokabulär, taxonomier, ontologier, master-meta-data för åtminstone skapa en informationsstruktur! Detta arbete är LÅNGSAMT, TIDSKRÄVANDE, NÖDVÄNDIGT och blir aldrig klart!\n”Good Enough”?\n
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  • Speaker notes\n\nAs a result, we are seeing significant pressure being put on traditional forms of organizing. On the left is what we are used to thinking about when we speak about organizations. A formal organization - a hierarchy in which information and knowledge goes up and down through the formal lines of an organization. Work tasks are broken down and coordinated through formal processes. However, research has shown that the large majority of work is actually done through informal networks – some say even 80% in knowledge-intensive organizations which is what we see on the right hand side. Here we have mapped the informal or social organization within one organization we were researching - how many of you have seen one of these sociograms or network diagrams before? This is what my research focuses on – investigating knowledge flows through social networks. In this diagram you can see the dots or nodes are individuals and the lines are the knowledge flows between these individuals. And this is becoming of increasing importance to understand and leverage these informal or social networks as the digital natives continue to enter the workforce – bringing with them their way of solving problems, organizing and learning.\n\n(Next slide)\n\nScreen shots: revolving social media sites and pictures of digital natives\n\n\n\nOther notes\n\nOrg on the left is Built around the expert – put the expert in the box\n\nBut in this new social organization – \n\nLarge majority of work done through informal networks, some even say approx 80%.\n\nImportant to understand both these worlds and how relate to one another…\n\nSuggests that as much as 90% of information that people take action on comes from people in their own network – Cross dissertation\n\nexperts are all over the place and you need to find where the expertise lies in the org and how to connect these individuals\n
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  • Itit collaboration social business

    1. 1. We
are
the
people join
the
real‐/me
conversa/on! INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    2. 2. Collaboraon,
where
it
all
started... Trust Belonging • Strategy,
Governance
and
User
Adop/on INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    3. 3. The scent of information.... emergence ofhttp://www.flickr.com/photos/photonquantique/ networks INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    4. 4. INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    5. 5. http://www.flickr.com/photos/marc_smith/ INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    6. 6. CognitiveSurplus? INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    7. 7. Collective Action INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    8. 8. Being
Social INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    9. 9. Strategy? Wayfinding - where are we heading... INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.sehttp://www.flickr.com/photos/fylkesarkiv/4598345656/
    10. 10. "...when the rate of change outside an organization isgreater than the change inside, the end is near...." Jack Welch… 2
    11. 11. Closed modelOrganizations internalize resources for valuecreation; restrict access to knowledge, and protect intellectual property. DiGangi 2010
    12. 12. Open modelOrganizations leverage both internal and external resources for value creation; strategically interact with environment DiGangi 2010
    13. 13. A new workforce is appearing… “Digital Natives” “Digital Immigrants” Professional loyalty Company loyalty Work = Personal Work ≠ PersonalLearning=Fun and games Learning=Behind the deskPrensky 2001, Beck and Wade 2004, Mahaley 2008
    14. 14. The Future SocialEnterprise ‘Smart Markets’ Customers/consumers PR/Communications Marketing/Sales Leadership Innovation R&D Supply Chain Value Networks Operations Partners Suppliers Human Resources Finance, IT Procurement, etc INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    15. 15. Open
Innova/on • Where
do
good
ideas
come
from?http://www.flickr.com/photos/66718489@N00/47491263/ INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    16. 16. • Social
Business
Intelligence Listenhttp://www.flickr.com/photos/fabulousminge/2583367959/ INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    17. 17. Collaboration Themes Participation - Human behaviour, we like to work together INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.sehttp://www.flickr.com/photos/statelibraryofnsw/4658725597/
    18. 18. INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    19. 19. Customer Participationhttp://www.flickr.com/photos/usnationalarchives/5198100651/ INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    20. 20. DiGangi 2010
    21. 21. User-driven InnovationDiGangi 2010
    22. 22. User-driven Innovation “Distributed groups of individuals focused on solving general problem and/or developing new solution supported by computer-mediated communication.”DiGangi 2010 Dahlander & Wallin, 2006 p. 1246
    23. 23. Co-created model Organizations encourage flow of knowledgebetween internal and external resources; focus on common good where both parties benefit DiG
    24. 24. Threadless:What came first –the community or the company?
    25. 25. INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    26. 26. INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    27. 27. But how to balance needs of community with needs of firm in value co-creation model? DiGangi et al 2010
    28. 28. Habitats • Community
orienta/on – Mee/ngs – Open‐ended
conversa/ons – Content – Acess
to
exper/se – Rela/onships – Individual
par/cipa/on – Community
Cul/va/on – Serving
a
contexthttp://www.flickr.com/photos/hartlepool_museum/6004465529/ INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    29. 29. INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    30. 30. INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    31. 31. Ecosystems of activity
    32. 32. Framtidens kunskapshantering via Sociala Medier Information Shadow INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    33. 33. Web
of
Things! INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    34. 34. The
Social
Bot• @TowerBridge INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    35. 35. The emerging Intranet…. INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    36. 36. User Adoption Engage Cultivate Participate Enjoy INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.sehttp://www.flickr.com/photos/library_of_congress/3549665322/
    37. 37. Persuade
the
end‐user
• Hot
triggers
in
the
pathway
of
the
end‐user
(B.
 J
Fogg)• Triggers,
mo/va/on
and
ability INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    38. 38. Governance Finding the patterns of collaboration - game plan/rules ‘geology of minds’ INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.sehttp://www.flickr.com/photos/smithsonian/4730112454/
    39. 39. Framtidens kunskapshantering via Sociala Medier Adapta/on Agile KnowledgeFlux Architecture Strategy Networking Roles Process Everyday Intelligence EmergentOpen Governance Irrational ToolsArbitrary Management Demystify INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    40. 40. Every
Large
Enterprise
site
is
a
complex
 adap+ve
system • John
Holland ”A
complex
system
is
a
dynamic
network
 of
agents
(which
may
represent
cells,
 species,
individuals,
firms,
na/ons)
ac/ng
 in
parallel,
constantly
acng
and
reacng
 to
what
the
other
agents
doSource: http://en.wikipedia.org/wiki/John_Henry_Holland INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    41. 41. Can
we
Govern
a
series
of
moving
targets? INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    42. 42. More
from
John
Holland:• ”the
control
of
a
complex
adap/ve
system
tends
 to
be
highly
dispersed
and
decentralised…• ”the
overall
behaviour
of
the
system
is
the
 result
of
a
huge
number
of
decisions
made
 every
moment
by
many
individual
agents.” INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
    43. 43. Leadership moving forward…… Hierarchy Heterarchy Linear, static, process- Dynamic, integrated based organization collaboration networksTeigland 2010
    44. 44. Open Leadership Having confidence and humility to give up need to be in control, while inspiring commitment from people to accomplish goals
    45. 45. Q&AFredric
Landqvist,
Researcher
&
Senior
 Informa/on
Management
StrategistFredric.Landqvist@knowit.se,
fredric@landqvist.se

frelan@chalmers.se
h]p://www.linkedin.com/fredriclandqvist
h]p://www.facebook.com/fredric.landqvist
h]p://www.twi]er.com/flandqvist
h]p://flandqvist.wordpress.com
skype
flandqvist,
msn
fredric@landqvist.se
aim
fredric.landqvist@me.com
 INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
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