Social Networks in the Enterprise

Slide 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 frogpond © 2007

Slide 2: 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? frogpond © 2007

Slide 3: Collaboration Office 2.0 Adaptivity Implementation Innovation Management mashups Web Wiki social networking Knowledge Work 2.0 semantic web www.frogpond.de Consulting Enterprise 2.0 RSS weblogs tagging Prozessinnovationen folksonomy Ajax Business Model Innovation frogpond © 2007

Slide 9: Hyper - Connectivity it’s not about being poked and prodded, it’s about exposing more surface area for others to connect with Johnnie Moore, in: http://www.johnniemoore.com/blog/archives/001752.php frogpond © 2007

Slide 10: But, how 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 frogpond © 2007

Slide 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 frogpond © 2007

Slide 16: Structural Innovations (3): Adaptive Enterprise Recombine Enable to Invent Self-organization Make Boundaries • Modularity •Specify a few simple rules Permeable • Upgradeable platforms • Enable through connection, • Increase the number and • “Breed early and often“ information, and freedom of density of connections action • Be transparent • Encourage useful • Promote diversity experimentation, regardless of outcome Adaptive Enterprise Live at the Close Edge of Chaos Feedback Loops Apply Selective • Measure continuously Pressure • Sense external change • Measure in real time and respond to it • Replace the bottom 10% • Measure intangibles • Embrace disequilibria – of everything • Avoid anonymity • Separate exploration • Manage your network from exploitation • Demand continuous improvement and innovation frogpond © 2007

Slide 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 frogpond © 2007

Slide 23: Reden wir über Knowledge Management 2.0? Goals ? competencies competencies more competencies fitting information knowledge motivation information worker potential more motivation motivation information frogpond © 2007

Slide 24: Knowledge Management in a Connected World From Content and Collection to Collaboration and Connection “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” frogpond © 2007

Slide 25: What is a network? Basic concepts: Nodes and Ties Actor •Actors/Nodes −Individuals Tie −Teams, organizations, etc. •Ties/Links −Knowledge, trust, team, sit by, dislike, etc. −Alliance, customer, investment, etc. A set of actors connected by ties ... frogpond © 2007

Slide 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 \"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. frogpond © 2007

Slide 29: Formal & informal Enduring, unless deliberately altered Evolving constantly Top-Down grassroots Static dynamic Excellent at alignment excellent at motivation Plain to see Requires inside knowledge to be seen Equates „person“ with „role“ Treats people as individuals Hierarchical flat Bound together by codified rules & order Cohered by trust + reciprocity Easily understood & explained difficult to pin down Critical for dealing with situations that are Essential for situations that change quickly known and consistent or are not yet fully understood ... ... Katzenbach Partners, The informal organization, 2007 frogpond © 2007

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