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Social networks


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Social networks

  1. 1. Social Business The Amaté platform Social Networks May 21th 2014 - Preliminary Draft -
  2. 2. I. Conflict II. Social Networks III. Complexity IV. Case Studies Social Business CasesExperience Economy Conflict A social network is a map of the relationships between individuals, indicating the ways in which they are connected. • The world is composed of networks rather than tightly-bounded groups • Networks provide flexible means of social organization and of thinking about social organization • Networks have emergent properties of structure and composition
  3. 3. ©2013 L. SCHLENKER Partners Stockholders Clients Employees How can the social business enhance organizational productivity? Social Business strategies help us understand the motivations, experience and objectives of the internal and external clients of the organization Experience Economy CasesSocial Business Conflict
  4. 4. ©2013 L. SCHLENKER Focus Improve Knowledge Leverage Measure CRM Processes Explicit Transactions Efficiency Social CRM Relationships Implicit Message Effectiveness SNA Informal networks Emerging Interactions Innovation Transformation Places Layered Ideas Agility Experience Economy CasesSocial Business Conflict
  5. 5. Social Business CasesExperience Economy Conflict
  6. 6. • The assumption of order • The assumption of rational choice • The assumption of intentional capacity • The assumption of identity Social Business CasesExperience Economy Conflict
  7. 7. ©2013LHSTsarl Telecommunications Textiles Medicine Leisure Automobile Household appliances… Separation, alignment, cohesion Social Business CasesExperience Economy Conflict
  8. 8. ©2013LHSTsarl Organizational rigidity Organic growth Clearly defined functions Connectivity is the key Organizational boundaries Boundaries are thin and permeable Corporate strategy Strategy is in the network Product development cycle Solution selling Social Business CasesExperience Economy Conflict
  9. 9. Blind trust "Seeing is believing" Trustworthiness Personal or product based reputation Contextual trust What works in a special context Referred trust Relying on the opinions of those we admire Vanessa Hall - The Truth About Trust in Business Content CasesMethodsIntroduction
  10. 10. • Profitability: Profitability measures the added value of an organization in comparing the cost of its resources with that of the products and/or services. • Utilization: Utilization focuses on the extent to which company resources are employed at any given time. • Quality: Quality has been defined variously as „conformance to standards” as well as „client satisfaction‟ • Innovation: Innovation can be understood in the context of an organization‟s ability to react to real or perceived changes in the market or in the economy. • Passion: Passion represents the affective response of people to their work environment. • Effectiveness: Effectiveness can be viewed as an output-input ratio that addresses the question of “doing the right things” to meet customer needs and objectives. Social Business CasesExperience Economy Conflict
  11. 11. Patti Anklam The Social-Network Toolkit Social Business CasesExperience Economy Conflict
  12. 12. Social Business CasesExperience Economy Conflict
  13. 13. Social Business CasesExperience Economy Conflict
  14. 14. What’s wrong with CRM? • The assumption of order • The assumption of rational choice • The assumption of intentional capacity • The assumption of identity The need for what Morgan called « the management of meaning » Introduction Networks ApplicationChallenges Value
  15. 15. What does KM mean? Patti Anklam The Social-Network Toolkit Introduction Networks ApplicationChallenges Value
  16. 16. Knowledge • Knowledge is not only history: it is a dynamic/changeable process • KM is facilitated by technology, but it is primarily about people, working together and about communication • We need to connect, to put in context, to globalize our information and our knowledge, thus to look for a complex knowledge. • Knowledge management originates from a strategy that is informative, instructional, and cognitive. Introduction Networks ApplicationChallenges Value
  17. 17. Culture • Form of individual or collective representation • Culture isn’t a thing but a process • Cultural change is a change in representations • By applying the concepts and principles of complexity thinking we can gain a new understanding of business culture Introduction Networks ApplicationChallenges Value
  18. 18. Networks • Common objectives – shared meaning • Actors and actants • Innovation closely tied to organisation • Possibilities tied to societal environment Introduction Networks ApplicationChallenges Value
  19. 19. Markets – what do we really see? • Ordered domain: Known causes and effects. • Ordered domain: Knowable causes and effects. • Un-ordered domain: Complex relationships. • Un-ordered domain: Chaos Introduction Networks ApplicationChallenges Value
  20. 20. Complexity Introduction Networks ApplicationChallenges Value Long version Short version
  21. 21. What can I learn from chaos? Introduction Networks ApplicationChallenges Value
  22. 22. Chaos A chaordic system is a complex and dynamical arrangement of connections between elements forming a unified whole. • Determinism; • Nonlinearity; • Sensitive Dependence on Initial Conditions; and • Periodicity Introduction Networks ApplicationChallenges Value
  23. 23. Power Laws • In physics, a power law relationship between two scalar quantities x and y is any such that the relationship 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 of the work is done by twenty percent of the network Introduction Networks ApplicationChallenges Value
  24. 24. It’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 social networks. • The notion of interdependence : managers constitute hubs and nodes of the network, organization learning will filter down and out through the network as a whole. • six degrees of separation : everyone in the world can be reached through a short chain of acquaintances. • Change is marked by "phase transitions" from states of disorder to order: "cascading failure“ and “emergent” threats . Introduction Networks ApplicationChallenges Value
  25. 25. The coming of fat tails Introduction Networks ApplicationChallenges Value
  26. 26. How does work really get done? Introduction Networks ApplicationChallenges Value
  27. 27. How does the brain comunicate? Introduction Networks ApplicationChallenges Value
  28. 28. Five characteristics • User based • Interactive • Community driven • Structured by relationships • Emotional content /Characteristics_of_Social_Networks Introduction Networks ApplicationChallenges Value
  29. 29. Principles of Social Network Analysis • Actors and their actions are viewed as interdependent rather than independent, autonomous units • Relational ties (linkages) between actors are channels for transfer or “flow” of resources (either material or nonmaterial) • Network models focusing on individuals view the network structure environment as providing opportunities for or constraints on individual action • Network models conceptualize structure (social, economic, political, and so forth) as lasting patterns of relations among actors (Wasserman/Faust 2008:4) Dr. Denis Gruber Introduction Networks ApplicationChallenges Value
  30. 30. Fundamental Concepts in Network Analysis • actor • relational tie • dyad • triad • subgroup • group • relation • social network networks network culture Terranova (cultural studies) sociometry Moreno (psychother apy) ‘strength of weak ties’ Granovetter (new ec sociology) graph theory White (mathematical sociology) social capital Bourdieu (social theory) social exclusion Phillipson (social policy) network society Castells (social theory) Dr. Denis Gruber Introduction Networks ApplicationChallenges Value
  31. 31. Social Network Characteristics Characteristic Value Degree Centrality Number of links Betweeness Centrality Role of brokerage Closeness Centrality Vector of visibility Network Centralization Centralized vs Decentralized Network Reach Importance of first 3 levels Boundary Spanners Linked to Innovation Peripheral Players Potential Gateways Introduction Networks ApplicationChallenges Value
  32. 32. Six core layers of knowledge 1. The Work Network With whom do you exchange information as part of your daily work routines? 2. The Social Network With whom do you “check in,” inside and outside the office, to find out what is going on? 3. The Innovation Network With whom do you collaborate or kick around new ideas? 4. The Expert Knowledge Network To whom do you turn for expertise or advice? 5. The Career Guidance or Strategic Network. Whom do you go to for advice about the future? 6. The Learning Network. Whom do you work with to improve existing processes or methods? Karen Stephenson Introduction Networks ApplicationChallenges Value
  33. 33. The work network Introduction Networks ApplicationChallenges Value
  34. 34. Zopa • Peer to peer banking • Zopa categorizes borrower credit grades; lenders then make offers, borrowers agree to aggegrate rate.. • Zopa distributes the money, completies the legal paperwork, performing identity/credit checks, and enforces collections. • Zopa mitigates risk for lenders, optimizes market offer for borrowers • Zopa’s repayment rate is currently 99.35 per cent Introduction Networks ApplicationChallenges Value
  35. 35. The social network Introduction Networks ApplicationChallenges Value
  36. 36. Linked-in Introduction Networks ApplicationChallenges Value
  37. 37. Organizational Network Applications Introduction Networks ApplicationChallenges Value
  38. 38. What’s behind a relationship? Introduction Networks ApplicationChallenges Value
  39. 39. The career network Introduction Networks ApplicationChallenges Value
  40. 40. Map Orientation- Euromap Introduction Networks ApplicationChallenges Value