Leading In A Virtual World


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Some thoughts on how to use web 2.0 to lead virtual teams.

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Leading In A Virtual World

  1. 1. ALWAYS VIRTUALLY CONNECTED “I picture myself having a headset on my head, laptop on my knees, mobile phone on the side, internal MSN and Skype connected: as we are having a conversation right now people are asking me questions about other topics through Skype –that’s the dynamic of being connected all the time.” © Doujak Corporate Development
  2. 2. SMALL GARDEN vs. LARGE COMMUNITY GARDENS “Working locally: small garden with plants: easy to get an overview and easy to influence, observe and control. Working globally: community of houses with gardens. You can define the frame and direction but it is much more complex and needs many different factors to take into consideration. The inter-linkage between the gardens is also a very important topic. Changes are much more difficult to steer and control.” © Doujak Corporate Development
  3. 3. REMARKABLE RUGBY COLLABORATION “Rugby team in the UK called the Barbarians – it has been around for 100 years. The whole team comes from different backgrounds - they are all international, what they have in common is that the know how to play. They all come together as a team – by sharing their experience they manage to communicate.” © Doujak Corporate Development
  4. 4. A SPIDER WEB “It´s like a network, every point is connected through a line and it represents working together and collaborating. The spider is the headquarter, if the spider becomes too heavy, the net just tears apart. Need for balance between what the HQ does and how much freedom it is giving.” © Doujak Corporate Development
  5. 5. A POINTILLISM PAINTING “Virtual teams are like a Pointillism painting: only from distance you see how things work. If you go closer you see the single points, you see a person specialized in risk management, another in project financing...to achieve the big picture it is essential that the individuals work together.” © Doujak Corporate Development
  6. 6. Leading in a Virtual World.
  7. 7. What is Web 2.0? Source: http://www.mckinseyquarterly.com/Six_ways_to_make_Web_20_work_2294 © Doujak Corporate Development
  8. 8. What is Web 2.0? • Blogs (short for Web logs) are online journals or diaries hosted on a Web site and often distributed to other sites or readers using RSS (see below). • Collective intelligence refers to any system that attempts to tap the expertise of a group rather than an individual to make decisions. Technologies that contribute to collective intelligence include collaborative publishing and common databases for sharing knowledge. • Mash-ups are aggregations of content from different online sources to create a new service. An example would be a program that pulls apartment listings from one site and displays them on a Google map to show where the apartments are located. • Peer-to-peer networking (sometimes called P2P) is a technique for efficiently sharing files (music, videos, or text) either over the Internet or within a closed set of users. Unlike the traditional method of storing a file on one machine—which can become a bottleneck if many people try to access it at once—P2P distributes files across many machines, often those of the users themselves. Some systems retrieve files by gathering and assembling pieces of them from many machines. • Podcasts are audio or video recordings—a multimedia form of a blog or other content. They are often distributed through an aggregator, such as iTunes. • RSS (Really Simple Syndication) allows people to subscribe to online distributions of news, blogs, podcasts, or other information. • Social networking refers to systems that allow members of a specific site to learn about other members’ skills, talents, knowledge, or preferences. Commercial examples include Facebook and LinkedIn. Some companies use these systems internally to help identify experts. • Web services are software systems that make it easier for different systems to communicate with one another automatically in order to pass information or conduct transactions. For example, a retailer and supplier might use Web services to communicate over the Internet and automatically update each other’s inventory systems. • Wikis, such as Wikipedia, are systems for collaborative publishing. They allow many authors to contribute to an online document or discussion. Source: http://www.mckinseyquarterly.com/Marketing/Digital_Marketing/How_businesses_are_using_Web_20_A_McKinsey_Global_Survey_1913?pagenum=3 © Doujak Corporate Development
  9. 9. How are companies using Web 2.0? Source: http://www.mckinseyquarterly.com/Marketing/Digital_Marketing/How_businesses_are_using_Web_20_A_McKinsey_Global_Survey_1913?pagenum=3 © Doujak Corporate Development
  10. 10. What could be the benefits? • Deloitte: PBworks cuts the report editing process 90% • Capgemini: PBworks cuts email 90% when coordinating a project with SAP and HP • Increased collaboration • Increased coordination • Better, faster, more effcient • Organic documenation • Central knowledge base Source: http://pbworks.com/content/casestudies-business © Doujak Corporate Development
  11. 11. What could be the benefits? “If people are allowed to interact socially at work, they are likely to engage more fully and for longer than those who are not allowed to.” “Online networks could potentially be a more powerful employee engagement tool and benefit of employment than traditional employee benefits and other „top down‟ engagement strategies.” Source: London Business School © Doujak Corporate Development
  12. 12. A definition Leadership 2.0 is about... • applying Web 2.0 to lead • applying Web 2.0 to improve internal working practises, increase productivity and collaboration • „remote“ leadership • a new leadership style for Generation Y © Doujak Corporate Development
  13. 13. What‘s the difference? Leadership 1.0 Leadership 2.0 fairly static ↔ embraces change opaque ↔ demonstrates transparency delivers monologues ↔ celebrates dialogue competitive ↔ employs collaboration hoards resources ↔ practices sharing aloof and detached ↔ welcomes engagement rugged individualists ↔ builds community Source: http://michaelhyatt.com/2009/05/leadership-20.html © Doujak Corporate Development
  14. 14. 2.0 Questions © Doujak Corporate Development
  15. 15. 1.0 „How can leaders use Web 2.0 to do what they do?“ © Doujak Corporate Development
  16. 16. 2.0 „How can we, as consultants, use Web 2.0 to do what we do?“ © Doujak Corporate Development
  17. 17. © Doujak Corporate Development
  18. 18. “We have been very customer driven and quite ad hoc. As we grow we are formalizing the process, but it is still driven by inspiration [and] passion from key stakeholders.” Source: http://www.mckinseyquarterly.com/Marketing/Digital_Marketing/How_businesses_are_using_Web_20_A_McKinsey_Global_Survey_1913?pagenum=5 © Doujak Corporate Development
  19. 19. Creating Effective Virtual Teams Building Managing Communication relationships conflicts Empowering the Building a Leadership team rhythm Source: CREATING EFFECTIVE VIRTUAL TEAMS by Professor Martha Maznevski, IMD © Doujak Corporate Development
  20. 20. Wie führt und verändert man eine virtuelle Organisation? • Die absolute Menge an Postings beziehungsweise die Intensität der Postings der Führungsperson: Will man Einfluss in einer virtuellen Gruppe erzielen, so muss man sich oft zu Wort melden. • Kompatibilität der Postings mit dem generellen Diskurs im Forum und den geteilten Werten der Forumsteilnehmer: Will man in der Gruppe Einfluss gewinnen, so müssen die Beiträge Resonanz auslösen (gegenwärtige Themen der Gruppe aufgreifen) und geteilte Werte thematisieren. • Mehrwert der Postings gegenüber anderen Beiträgen: Um einflussreich zu sein, müssen die Postings radikaler, klarer oder oder besser formuliert sein als andere Beiträge oder exklusivere Informationen enthalten. Source: Leaderless Jihad, Dr. Marc Sageman OE 2/09 © Doujak Corporate Development
  21. 21. © Doujak Corporate Development
  22. 22. Lainzer Strasse 80 A-1130 Vienna Austria Tel: +43.1.306 33 66 Fax: +43.1.306 33 66 9 office@doujak.eu www.doujak.eu