Social Networks in the Enterprise


Published on

slides for a session at Barcamp Munich

Published in: Technology, Education
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Good morning. I’d like to thank..... for inviting me to this conference. I am a business person. So I take new ideas and apply them to business situations. What I am going to talk about today and tomorrow .... exploit new opportunities that are emerging communicating via the Internet business opportunities making knowledge workers competitive. make information available Strategies and ideas ---- And as far as tips go, mine are: Be an educator. People want to learn. As they learn about what's changing on the web, they'll naturally seek out a comfortable starting point. Paint a picture and tell a story. Most folks have used Microsoft Word. Show them how publishing to a blog is akin to creating Word docs. Start small and build value incrementally. We're all obsessed with speed, but doing it right the first time holds more water. There's no stopwatch on you. Be painfully clear about the reason you've decided to adopt a certain approach. HINT: "Better collaboration" isn't enough. If you can't describe it in simple business terms, you're wasting your time. Let go and break stuff. Assuming we've done our job, users shouldn't be able to mess things up under usual circumstances. Once people figure out they can back out of something and its integrity can easily be restored, adoption increases. Show how enterprise 1.0 and 2.0 coexist. We could talk about this one for days.  If you show users how their workflow can peacefully live right beside the new gadget on the block, anxiety diminishes and the exploration begins. Don't discuss or describe capabilities in vendor terms. If you're telling users the value of what they're doing lies in " private labeling a b2b MySpace that leverages user-generated content to build community " they'll probably label you a dotcommer and spew bubble 2.0 connotations.
  • Social Networks in the Enterprise

    1. 1. 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
    2. 2. Why Social Networks for Enterprise 2.0? Welche Konzepte stehen hinter Social-Networks im Internet? Welche Rolle spielen soziale Netzwerke im Unternehmen? Xing,, flickr, MySpace, ... Lassen sich diese auf Intranets übertragen? Auswirkungen auf die Kommunikations- und IT-Landschaft im Intranet?
    3. 3. Collaboration Adaptivity Office 2.0 mashups Implementation Innovation Management Web 2.0 Knowledge Work semantic web Wiki social networking Consulting weblogs Enterprise 2.0 RSS tagging Prozessinnovationen Ajax folksonomy Business Model Innovation
    4. 4.
    5. 5. © Rob Cottingham, 2007
    6. 6. Communication Overload ...
    7. 7. Information Overload ... my ***...
    8. 8. Information Overload (2)
    9. 9. 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:
    10. 10. But, h ow does work really get done ... ? <ul><li>More jobs require tacit interaction ... </li></ul><ul><li>And it gets done in teams, communities, networks - and, yes, collaboratively ... </li></ul><ul><li>So informal social networks gain importance - as the whole idea of corporate culture is shifting: </li></ul><ul><li>Workers are changing jobs more frequently </li></ul><ul><li>short-term, transient commitments are the norm </li></ul><ul><li>I want to keep my network forever </li></ul>
    11. 11. <ul><li>Knowing and knowledge may become a group process, not an individual act pursued in implicit solitude. </li></ul><ul><ul><li>David Weinberger, Everything is Miscellaneous (2007) </li></ul></ul>
    12. 12. So I may as well? Knowledge Work Networks I‘ve got some good reasons ... Let‘s look back
    13. 13. Now, most knowledge is not visible ...
    14. 14. 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
    15. 15. Structural Innovations (2): Small within Big is beautiful
    16. 16. Structural Innovations (3): Adaptive Enterprise Adaptive Enterprise Enable Self-organization <ul><li>Specify a few simple rules </li></ul><ul><li>Enable through connection, information, and freedom of action </li></ul><ul><li>Encourage useful experimentation, regardless of outcome </li></ul>Recombine to Invent <ul><li>Modularity </li></ul><ul><li>Upgradeable platforms </li></ul><ul><li>“ Breed early and often“ </li></ul>Make Boundaries Permeable <ul><li>Increase the number and density of connections </li></ul><ul><li>Be transparent </li></ul><ul><li>Promote diversity </li></ul>Close Feedback Loops <ul><li>Measure continuously </li></ul><ul><li>Measure in real time </li></ul><ul><li>Measure intangibles </li></ul><ul><li>Avoid anonymity </li></ul>Apply Selective Pressure <ul><li>Replace the bottom 10% – of everything </li></ul><ul><li>Manage your network </li></ul><ul><li>Demand continuous improvement and innovation </li></ul>Live at the Edge of Chaos <ul><li>Sense external change and respond to it </li></ul><ul><li>Embrace disequilibria </li></ul><ul><li>Separate exploration from exploitation </li></ul>
    17. 17. Structural Innovations: Fuzzy Boundaries Complementor Competitor Supplier Customer Customer Supplier Complementor Competitor
    18. 18. Structural Innovations: Allowing for Emergence Visible Hand „ Management“ Invisible Hand „ Self-organization“
    19. 19. Example: Building and extending social networks: (Un-)conferences
    20. 20. Increasing knowledge worker productivity is the BIGGEST of the 21 century management challenges. Peter Drucker in Management Challenges of the 21st Century
    21. 21. ... (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
    22. 22. .... turbocharged with social software This isn‘t your father‘s Yellow Pages on the Intranet ...
    23. 23. Reden wir über Knowledge Management 2.0? Goals ? more competencies fitting information more motivation information motivation competencies information motivation competencies knowledge worker potential
    24. 24. 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
    25. 25. What is a network? Basic concepts: Nodes and Ties A set of actors connected by ties ... <ul><li>Actors/Nodes </li></ul><ul><ul><li>Individuals </li></ul></ul><ul><ul><li>Teams, organizations, etc. </li></ul></ul>Actor <ul><li>Ties/Links </li></ul><ul><ul><li>Knowledge, trust, team, sit by, dislike, etc. </li></ul></ul><ul><ul><li>Alliance, customer, investment, etc. </li></ul></ul>Tie
    26. 26. Social Networks (and informal organization) „ [...] made of people ...“ Charlton Heston, Soylent Green, 1973
    27. 27. 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 &quot;toggle between both power structures&quot; - 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.
    28. 28. Fabrics or Informal Organization ...
    29. 29. 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
    30. 30. Uncovering networks in an organization Formal organization Teigland et al. 2005 Informal organization
    31. 31. “ Managing” networks in your organization Before After Anklam & Welch 2005 1. Uncover networks 2. Analyze networks 3. Improve connectedness
    32. 32. Contact me ... Dipl.-Ing. Dipl.-Kfm. Martin Koser Steingaustraße 27 73278 Schlierbach Germany [email_address] Skype: mk.frogpond