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  1. 1. Exploring SocialNetworksMT 115
  2. 2. ©2012 LHST sarlThe objectives of an IS Actifs Demandes en temps réel ...Actionnaires Compétition “made in” “made by” ...Société Peu de barrières d’entrée Acquisitions, OPA ...Partenaires Fidélité ? Vrai coûts ...ClientsL’organisation Mobilité Valorisation des tâches ...EmployéesIntroduction Complexity PracticeShadow Concerns
  3. 3. THE ANSWER(at least in part)Introduction Complexity PracticeShadow ConcernsFocus Improve Knowledge Leverage MesureOrganization Processes Explicit Transactions EfficencyCommunity Participation Embedded Innovation EngagementNetworks Relationships Emerging Interactions Effectiveness
  4. 4. What kept this man awake at night?Introduction Complexity PracticeShadow Concerns©2011 LHST sarl
  5. 5. Who leads the flock?TelecommunicationsTextilesMedicineLeisureAutomobileHouseholdappliances…Separation, alignment, cohesionIntroduction Complexity PracticeShadow Concerns
  6. 6. What does a corporation look like?Organizational rigidity Organic growthClearly defined functions Connectivity is the keyOrganizational boundaries Boundaries are thin andpermeableCorporate strategy Strategy is in the networkProduct development cycle Customer relationshipmanagementIntroduction Complexity PracticeShadow Concerns
  7. 7. ©2012 LHST sarlWhat’s wrong with traditional CRM?• The assumption of order• The assumption of rationalchoice• The assumption ofintentional capacity• The assumption of identityThe need for what Morgan called « the managementof meaning »Introduction Complexity PracticeShadow Concerns
  8. 8. What do we have to know?Patti Anklam The Social-Network Toolkit©2011 LHST sarlIntroduction Complexity PracticeShadow Concerns
  9. 9. The ShadowOrganizationMT 115
  10. 10. ©2006 LHST sarlKnowledge• Knowledge is not only history: it is adynamic/changeable process• KM is facilitated by technology, but it isprimarily about people, working together andabout communication• We need to connect, to put in context, toglobalize our information and our knowledge,thus to look for a complex knowledge.• Knowledge management originates from astrategy that is informative, instructional, andcognitive.Introduction Complexity PracticeShadow Concerns
  11. 11. ©2006 LHST sarlCulture• Form of individual or collectiverepresentation• Culture isn’t a thing but a process• Cultural change is a change inrepresentations• By applying the concepts andprinciples of complexity thinking wecan gain a new understanding ofbusiness cultureIntroduction Complexity PracticeShadow Concerns
  12. 12. ©2006 LHST sarlNetworks• Common objectives – sharedmeaning• Actors and actants• Innovation closely tied toorganisation• Possibilities tied to societalenvironmentIntroduction Complexity PracticeShadow Concerns
  13. 13. ©2006 LHST sarlMarkets – what do we really see?• Ordered domain: Known causesand effects.• Ordered domain: Knowablecauses and effects.• Un-ordered domain: Complexrelationships.Introduction Complexity PracticeShadow Concerns
  14. 14. The Science ofComplexityMT 115
  15. 15. ©2006 LHST sarlComplexityIntroduction Complexity PracticeShadow Concerns
  16. 16. ©2006 LHST sarlWhat can I learn from chaos?Introduction Context BuildingBlocksChallenges Concerns
  17. 17. ©2006 LHST sarlChaosA chaordic system is a complex and dynamicalarrangement of connections betweenelements forming a unified whole.• Determinism;• Nonlinearity;• Sensitive Dependence on Initial Conditions;and• PeriodicityIntroduction Complexity PracticeShadow Concerns
  18. 18. ©2006 LHST sarlHow does work really get done?Introduction Complexity PracticeShadow Concerns
  19. 19. ©2006 LHST sarlHow does the brain comunicate?Introduction Complexity PracticeShadow Concerns
  20. 20. ©2006 LHST sarlSocial networks• A social network is a map of the relationshipsbetween individuals, indicating the ways inwhich they are connected.• social networks operate on many levels, fromfamilies up to the level of nations, and• They play a critical role in determining the wayproblems are solved, organizations are run, andthe degree to which individuals succeed inachieving their goals. Complexity PracticeShadow Concerns
  21. 21. Six core layers of knowledge©2008 LHST sarl1. The Work Network With whom do you exchange information as partof your daily work routines?2. The Social Network With whom do you “check in,” inside and outsidethe office, to find out what is going on?3. The Innovation Network With whom do you collaborate or kick aroundnew ideas?4. The Expert Knowledge Network To whom do you turn for expertise or advice?5. The Career Guidance or StrategicNetwork.Whom do you go to for advice about the future?6. The Learning Network. Whom do you work with to improve existingprocesses or methods?Karen StephensonIntroduction Complexity PracticeShadow Concerns
  22. 22. Social Network Characteristics©2006 LHST sarlCharacteristic ValueDegree Centrality Number of linksBetweenessCentralityRole of brokerageClosenessCentralityVector of visibilityNetworkCentralizationCentralized vsDecentralizedNetwork Reach Importance of first 3levelsBoundarySpannersLinked to InnovationPeripheral Players Potential GatewaysIntroduction Complexity PracticeShadow Concerns
  23. 23. ©2006 LHST sarlPower Laws• In physics, a power law relationship betweentwo scalar quantities x and y is any such that therelationship can be written as– <math>y = ax^k,!<math>• where a (the constant of proportionality) and k(the exponent of the power law) are constants.• in its simplest terms roughly eighty percent ofthe work is done by twenty percent of thenetworkIntroduction Complexity PracticeShadow Concerns
  24. 24. ©2006 LHST sarlIt’s a small world• In reality, the market is nothing but a directed network• No manager or firm can succeed or fail alone, customers,managers and teams are inherently linked together in socialnetworks.• The notion of interdependence : managers constitute hubsand nodes of the network, organization learning will filterdown and out through the network as a whole.• six degrees of separation : everyone in the world can bereached through a short chain of acquaintances.• Change is marked by "phase transitions" from states ofdisorder to order: "cascading failure“ and “emergent” threats .Introduction Complexity PracticeShadow Concerns
  25. 25. ©2006 LHST sarlThe coming of fat tailsIntroduction Complexity PracticeShadow Concerns
  26. 26. Networking inPracticeMT 115Introduction Complexity PracticeShadow Concerns
  27. 27. From theory to practice©2009 LHST sarlEnterprise Social Software ReportIntroduction Complexity PracticeShadow Concerns
  28. 28. What’s behind a relationship?©2006 LHST sarlIntroduction Complexity PracticeShadow Concerns
  29. 29. ©2006 LHST sarlThe work networkIntroduction Complexity PracticeShadow Concerns
  30. 30. ©2006 LHST sarlLinked-inIntroduction Complexity PracticeShadow Concerns
  31. 31. PearltreesIntroduction Complexity PracticeShadow Concerns
  32. 32. ©2006 LHST sarlZopaIntroduction Context BuildingBlocksChallenges Concerns• Peer to peer banking• Zopa categorizes borrower credit grades;lenders then make offers, borrowers agree toaggegrate rate..• Zopa distributes the money, completies thelegal paperwork, performing identity/creditchecks, and enforces collections.• Zopa mitigates risk for lenders, optimizesmarket offer for borrowers• Zopa’s repayment rate is currently 99.35 percent
  33. 33. The social networkIntroduction Complexity PracticeShadow Concerns
  34. 34. Pinterest• Push button content generation (lowfriction)• Encourages discovery and aggregation• Consumes content in a structuredmanner (value architect)• Importance of content providers•Possible construction of social graphsIntroduction Complexity PracticeShadow Concerns
  35. 35. Via.Me• Targets consumers, publishers, brands• Instagram/Pinterest/Tumblr hybrid• Post status updates, photos, videos,audio and text across networks• Allows you to monitor social networks• Proposes photo filters for customization• Push notifications so you can keep upwith what people are sayingIntroduction Complexity PracticeShadow Concerns
  36. 36. Winker36Introduction Complexity PracticeShadow Concerns• Le but explicit de Winker est derévéler les liens d’affinité• Le Wink est un clin d’œil anonyme quin’est révélé que s’il est réciproque• La Wish List vous permet de formulerdes souhaits de façon anonyme• Les objectifs recherchés semble êtred’élucider les contours des réseauxsociaux et de démultiplier le nombre depoints de contacts potentiels dans unedémarche de prospection éventuelle
  37. 37. ©2006 LHST sarlThe career networkIntroduction Complexity PracticeShadow Concerns
  38. 38. ©2006 LHST sarlMap Orientation- EuromapIntroduction Complexity PracticeShadow Concerns