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Core/Periphery Hub and Spoke Stovepipes (Silos) Emergent Structure 15
Patterns of network growth Patti Anklam May 2010 16 Emergent Hub-and-Spoke Multi-hub Core Periphery Time Where most network-building begins Source of network maps: Valdis Krebs and June Holley Self-sustaining network
Why is it important to understand networks? Patti Anklam May 2010 23
Organizational forms are changing Patti Anklam May 2010 24
Performance at Work Patti Anklam May 2010 25 In corporations: High performers have better networks People with better networks stay in their jobs longer Network-savvy managers are more likely to be promoted People with higher social capital coordinate projectsmore effectively Impact on Attendees of Business Leadership Program (BLP) at Raytheon Corporation “Teaching Executives to See Social Capital”University of Chicago Graduate School of Business, November 2005 Ron BurtDon Ronchi
Quality of Life In life: People with strong networks have a better chance of full recovery from heart attacks We are defined by the networks we are in Obesity studies Smokers The greater our sense of community, the healthier we are Patti Anklam May 2010 26
Based on collaborationamong all constituentsto identify and solvespecific systemicproblems
Healthy interpersonalnetworks was a happyside effect
Network Discovery Patti Anklam May 2010 31 Many people think that all post-Katrina recovery efforts are fragmented and failing. Although many of the formal organizations are falling over each other, and over the debris that is still in the streets, community networks are self-organizing and emerging in New Orleans and elsewhere in the devastated region … http://www.networkweaving.com/blog/2006/09/nola-networks.html
Design Elements Patti Anklam May 2010 32 Network Individual Top-down Emergent Closed Open Outcome Discovery Transaction Knowledge Tangible Intangible
Networks Transition Patti Anklam May 2010 33 What drives transition?
Examination: Organizational Network Analysis Patti Anklam May 2010 34 …a targeted approach to improving collaboration and network connectivity where they yield greatest payoff for an organization – Rob Cross & Andrew Parker … a mathematical and visual analysis of flows / relationships / influence between people, groups, organizations, computers or other information/ knowledge processing entities– Valdis Krebs
Examination: Value Network Analysis Patti Anklam May 2010 35
View of the web of relationships that generates economic or social value
A senior VP in the professional services arm of a large telecommunications equipment provider said that it was “scary” that the customer feedback from the delivery of services went only to the operational arm of the company and not the organization charged to innovate in service development.
Examination: Complex Sense-making Patti Anklam May 2010 36
Sensemaking framework – “Cynefin”
Developed by Dave Snowden at IBM, now an open source framework maintained by Cognitive Edge PLC
View of the context of a problem or situation as revealed by anecdotes or stories
Distinguishing among the nature and context of specific events, problems, or potential courses of actions makes it possible to select the appropriate method for moving forward.
“One consistently surprising aspect of social software is that it is impossible to predict in advance all of the social dynamics it will create.” – Clay Shirky Embrace Technology Patti Anklam May 2010 43
Barriers Patti Anklam May 2010 46 Fragmentation Lack of integration along functional lines “Handoff” of ideas rather than joint development Process/review inefficiencies Domination Small number of people hold fast to established model Network overly influenced by a few people Insularity Access to external resources spread across a lot of people (i.e. not just a few people know the external sources) Driving results through Social Networks: How Top Organizations Leverage Networks for Performance and Growth, Rob Cross and Robert J. Thomas, Jossey-Bass, 2009
Practices Patti Anklam May 2010 47 Create network-centric ability to sense and respond Network weaving – awareness of who knows what Develop an ability to test and refine an opportunity Work through people in specific network positions Leverage energy Ensure that organizational context supports collaboration Budget Incentives, motivation Driving results through Social Networks: How Top Organizations Leverage Networks for Performance and Growth, Rob Cross and Robert J. Thomas, Jossey-Bass, 2009
Social Media Practices Leverage technology to discover networks Encourage the use of technology “Network productivity trumps personal productivity*” Patti Anklam May 2010 51 *Stowe Boyd, “Flow: A New Consciousness For A Web Of Traffic”, http://www.stoweboyd.com/message/files/flow.pdf
Finding and Making Connections Patti Anklam May 2010 52
Spigit Idea market Voting and ranking Commenting Conversations Patti Anklam May 2010 62
Net Work = http://quilting.about.com/od/picturesofquilts/ig/Alzheimer-s-Quilts/The-Ties-that-Bind.htm
A new way to see: The network lens You can design a network Selecting appropriate elements of purpose and style You can examine it Looking at its structure, value flow, or relationships You can create or respond to change By understanding the network’s context and its properties Patti Anklam May 2010 64
This is Net Work. Patti Anklampatti@pattianklam.comhttp://pattianklam.com/ http://www.twitter.com/panklam Blog:http://pattianklam.com/blog Net Work: A Practical Guide to Creating, Leveraging and Sustaining Networks at Work and In the World Elsevier/Butterworth-Heinemann 2007 65