Yellow Pages, Xing und Co. - Infrastruktur für soziale Netzwerke im Unternehmen (mit einem Ausflug in SNA aka Social Network Analysis) Martin Koser, frogpond Barcamp, München 6.-7. Oktober 2007

Why Social Networks for Enterprise 2.0? Welche Konzepte stehen hinter Social-Networks im Internet? Welche Rolle spielen soziale Netzwerke im Unternehmen? Xing, del.icio.us, flickr, MySpace, ... Lassen sich diese auf Intranets übertragen? Auswirkungen auf die Kommunikations- und IT-Landschaft im Intranet?

Collaboration Adaptivity Office 2.0 mashups Implementation Innovation Management Web 2.0 Knowledge Work semantic web Wiki social networking Consulting www.frogpond.de weblogs Enterprise 2.0 RSS tagging Prozessinnovationen Ajax folksonomy Business Model Innovation

http://www.stopblocking.org/

© Rob Cottingham, 2007

Communication Overload ...

Information Overload ... my ***...

Information Overload (2)

it’s not about being poked and prodded, it’s about exposing more surface area for others to connect with Hyper - Connectivity Johnnie Moore, in: http://www.johnniemoore.com/blog/archives/001752.php

But, h ow does work really get done ... ? More jobs require tacit interaction ... And it gets done in teams, communities, networks - and, yes, collaboratively ... So informal social networks gain importance - as the whole idea of corporate culture is shifting: Workers are changing jobs more frequently short-term, transient commitments are the norm I want to keep my network forever

More jobs require tacit interaction ...

And it gets done in teams, communities, networks - and, yes, collaboratively ...

So informal social networks gain importance - as the whole idea of corporate culture is shifting:

Workers are changing jobs more frequently

short-term, transient commitments are the norm

I want to keep my network forever

Knowing and knowledge may become a group process, not an individual act pursued in implicit solitude. David Weinberger, Everything is Miscellaneous (2007)

Knowing and knowledge may become a group process, not an individual act pursued in implicit solitude.

David Weinberger, Everything is Miscellaneous (2007)

http://www.fas.at/whysna/ So I may as well? Knowledge Work Networks I‘ve got some good reasons ... Let‘s look back

Now, most knowledge is not visible ... http://www.anecdote.com.au/archives/2007/08/what_do_we_mean.html

Looking back on Structural Innovations: E-Organization ... vgl. Neilson, G.L.; Pasternack, B.A.; Viscio, A.J. (2000): Up the (E)Organization!: A Seven-Dimensional Model for the Centerless Enterprise, in: Strategy & Business, 6. Jg., 2000, 1, S.52-61

Structural Innovations (2): Small within Big is beautiful

Structural Innovations (3): Adaptive Enterprise Adaptive Enterprise Enable Self-organization Specify a few simple rules Enable through connection, information, and freedom of action Encourage useful experimentation, regardless of outcome Recombine to Invent Modularity Upgradeable platforms “ Breed early and often“ Make Boundaries Permeable Increase the number and density of connections Be transparent Promote diversity Close Feedback Loops Measure continuously Measure in real time Measure intangibles Avoid anonymity Apply Selective Pressure Replace the bottom 10% – of everything Manage your network Demand continuous improvement and innovation Live at the Edge of Chaos Sense external change and respond to it Embrace disequilibria Separate exploration from exploitation

Specify a few simple rules

Enable through connection, information, and freedom of action

Encourage useful experimentation, regardless of outcome

Modularity

Upgradeable platforms

“ Breed early and often“

Increase the number and density of connections

Be transparent

Promote diversity

Measure continuously

Measure in real time

Measure intangibles

Avoid anonymity

Replace the bottom 10% – of everything

Manage your network

Demand continuous improvement and innovation

Sense external change and respond to it

Embrace disequilibria

Separate exploration from exploitation

Structural Innovations: Fuzzy Boundaries Complementor Competitor Supplier Customer Customer Supplier Complementor Competitor

Structural Innovations: Allowing for Emergence Visible Hand „ Management“ Invisible Hand „ Self-organization“

Example: Building and extending social networks: (Un-)conferences

Increasing knowledge worker productivity is the BIGGEST of the 21 century management challenges. Peter Drucker in Management Challenges of the 21st Century

... (networked and distributed) knowledge workers ... and managers “ They will have to place themselves where they can make the greatest contribution; they will have to learn to develop themselves.... They will have to learn how and when to change what they do and when to change what they do, how they do it and when they do it.” Peter F. Drucker again

.... turbocharged with social software This isn‘t your father‘s Yellow Pages on the Intranet ...

Reden wir über Knowledge Management 2.0? Goals ? more competencies fitting information more motivation information motivation competencies information motivation competencies knowledge worker potential

Knowledge Management in a Connected World “ The value is not in the delivery of knowledge, but in the alchemy of knowledge, in the ability to connect thoughts that weren't previously connected” From Content and Collection to Collaboration and Connection

What is a network? Basic concepts: Nodes and Ties A set of actors connected by ties ... Actors/Nodes Individuals Teams, organizations, etc. Actor Ties/Links Knowledge, trust, team, sit by, dislike, etc. Alliance, customer, investment, etc. Tie

Actors/Nodes

Individuals

Teams, organizations, etc.

Ties/Links

Knowledge, trust, team, sit by, dislike, etc.

Alliance, customer, investment, etc.

Social Networks (and informal organization) „ [...] made of people ...“ Charlton Heston, Soylent Green, 1973

Social Networks or Informal Organization ... So what‘s your OQ (Organizational Quotient)? Katzenbach makes the case for people with high OQ as those who are able to "toggle between both power structures" - formal and informal of the organization. The hidden workplace refers to the informal social network which if mapped through social network analysis (SNA) reveals the connections through which people get work done. Ability to influence the informal network is a critical factor.

Fabrics or Informal Organization ...

Formal & informal Enduring, unless deliberately altered Top-Down Static Excellent at alignment Plain to see Equates „person“ with „role“ Hierarchical Bound together by codified rules & order Easily understood & explained Critical for dealing with situations that are known and consistent ... Evolving constantly grassroots dynamic excellent at motivation Requires inside knowledge to be seen Treats people as individuals flat Cohered by trust + reciprocity difficult to pin down Essential for situations that change quickly or are not yet fully understood ... Katzenbach Partners, The informal organization, 2007

Uncovering networks in an organization Formal organization Teigland et al. 2005 Informal organization

“ Managing” networks in your organization Before After Anklam & Welch 2005 1. Uncover networks 2. Analyze networks 3. Improve connectedness

Contact me ... www.frogpond.de Dipl.-Ing. Dipl.-Kfm. Martin Koser Steingaustraße 27 73278 Schlierbach Germany [email_address] Skype: mk.frogpond