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<ul><li>Exploring value creation across  </li></ul><ul><li>the firm’s boundaries </li></ul><ul><li>Dr. Robin Teigland, aka...
&quot;...when the rate of change outside an organization is greater than the change inside, the end is near....&quot;  Jac...
Everyone is talking about networks National Innovation Networks Formal Networks Entrepreneurial Networks Facebook. LinkedI...
<ul><li>Did You Know: Shift Happens </li></ul><ul><li>http://www.youtube.com/watch?v=cL9Wu2kWwSY&feature=search </li></ul>...
Human capacity cannot keep up… Growth Time Information  and knowledge Human  absorptive capacity Adapted from Cohen & Levi...
<ul><li>” No one knows everything,  </li></ul><ul><li>everyone knows something,  </li></ul><ul><li>all knowledge resides i...
Uncovering networks in an organization Teigland et al. 2005 Formal organization Informal   organization
The wisdom of the networked crowd Closed Expensive Complex Accurate Open Inexpensive Simple Close enough Hinton 2007 Accur...
History tends to repeat itself…. Innovation, financial crisis, industrial revolution, …  Steam engine Internal combustion ...
<ul><li>Industrial Economy Assumptions </li></ul><ul><li>Work and private life are separate </li></ul><ul><li>Work should ...
A new workforce is appearing… Prensky 2001, Beck and Wade 2004, Mahaley 2008  “ Digital Immigrants” “ Digital Natives” Com...
“ u r always on….” Adapted from FredCavazza.net SoLoMo
Drivers of change Increased Interactivity DiGangi 2010
Building skills in virtual environments <ul><li>My CV </li></ul><ul><li>Leading a virtual team of 30 individuals from acro...
http://www.slideshare.net/helgetenno/post-digital-marketing-2009
Our economy changes Pine Jr. & Gilmore 1998, 1999;  DiGangi 2010
Business models So, what happens to them? Johnson, Christensen, and Kagermann 2008, DiGangi 2010 They evolve...
Closed model <ul><ul><li>Organizations internalize resources for value creation; restrict access to knowledge, and protect...
DiGangi 2010
Open model <ul><ul><li>Organizations leverage both internal and external resources for value creation; strategically inter...
Access to 24x7 global workforce Average wage approx. USD 1.40 / hour http://www.people.fas.harvard.edu/~drand/
A shift from being  problem solvers to solution finders
<ul><ul><li>“ Distributed groups of individuals focused on solving general problem and/or developing new solution supporte...
DiGangi 2010 <ul><ul><li>“ Distributed groups of individuals focused on solving general problem and/or developing new solu...
Co-created model <ul><ul><li>Organizations encourage flow of knowledge between internal and external resources; focus on c...
Threadless: What came first –  the community or the company?
eZ 230+ Partners 40,100+ Community members 5,000+ Customers in 130 countries <ul><li>Open source content management softwa...
eZ Philosophy Connecting people who share a passion for something they do  so that they can collaborate, share ideas, lear...
The backbone of eZ Systems is social media -  throughout the value chain
eZ provides  platforms for interaction  throughout its ecosystem eZ Software development team
Current Research Projects 09/20/11 <ul><ul><li>Driven by both parties sharing their experiences and co-creating value of n...
But how to balance needs of community with needs of firm in value co-creation model? DiGangi et al 2010
Emergent organizing in VWs http://slpeacetrain.org/ Collaborating with like-minded individuals to pursue a vision Teigland...
Ecosystems of activity
Some things do not change Innovation  Exchange  Exchange  Trust  Trust   Relationships Relationships  Interaction
http://slideshare.net/missrogue &quot;E-connection is processed in the brain like an in-person connection.&quot;
Leadership moving forward…… Hierarchy Linear, static, process-based organization Heterarchy Dynamic, integrated collaborat...
From the mobility of goods  to the mobility of financial capital to …  ...the  “mobility” of labor? Teigland 2010
How do you stay in command  …… while letting go of control?
<ul><li>Open Leadership </li></ul>Having confidence and humility to give up need to be in control, while inspiring commitm...
Karinda Rhode aka Robin Teigland [email_address] www.knowledgenetworking.org www.slideshare.net/eteigland www.nordicworlds...
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Exploring value creation across the firm's boundaries

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My lecture for the Univ of Utrecht Kno

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Exploring value creation across the firm's boundaries

  1. 1. <ul><li>Exploring value creation across </li></ul><ul><li>the firm’s boundaries </li></ul><ul><li>Dr. Robin Teigland, aka </li></ul><ul><li>Karinda Rhode in SL </li></ul><ul><li>Stockholm School of Economics </li></ul><ul><li>www.knowledgenetworking.org </li></ul><ul><li>www.slideshare.net/eteigland </li></ul><ul><li>RobinTeigland </li></ul>Sept 2011 www.hhs.se
  2. 2. &quot;...when the rate of change outside an organization is greater than the change inside, the end is near....&quot; Jack Welch…
  3. 3. Everyone is talking about networks National Innovation Networks Formal Networks Entrepreneurial Networks Facebook. LinkedIn, Twitter Regional Networks Infrastructure Networks Social Networks FAS.research Electronic Networks Informal Networks Networks of Practice Networked organization
  4. 4. <ul><li>Did You Know: Shift Happens </li></ul><ul><li>http://www.youtube.com/watch?v=cL9Wu2kWwSY&feature=search </li></ul><ul><li>What trends do you recognize? </li></ul><ul><li>How are these trends affecting you and your organization? </li></ul><ul><li>What does this have to do with networks? </li></ul>
  5. 5. Human capacity cannot keep up… Growth Time Information and knowledge Human absorptive capacity Adapted from Cohen & Levinthal 1989
  6. 6. <ul><li>” No one knows everything, </li></ul><ul><li>everyone knows something, </li></ul><ul><li>all knowledge resides in humanity. ” </li></ul>networks Adapted from Lévy 1997 Six degrees of separation - Milgram, 1967
  7. 7. Uncovering networks in an organization Teigland et al. 2005 Formal organization Informal organization
  8. 8. The wisdom of the networked crowd Closed Expensive Complex Accurate Open Inexpensive Simple Close enough Hinton 2007 Accurate
  9. 9. History tends to repeat itself…. Innovation, financial crisis, industrial revolution, … Steam engine Internal combustion engine Microelectronics Late 18 th C Late 19 th C Late 20 th C Schön 2008 Third industrial revolution?
  10. 10. <ul><li>Industrial Economy Assumptions </li></ul><ul><li>Work and private life are separate </li></ul><ul><li>Work should be serious </li></ul><ul><li>Roles and responsibilities are appointed </li></ul><ul><li>Learning occurs behind the desk </li></ul><ul><li>Value is created by firm ’s employees </li></ul><ul><li>Firms are primary source of value creation </li></ul><ul><li>Competition is a zero-sum game </li></ul><ul><li>Etc….. </li></ul>Breaking free from “industrial chains”?
  11. 11. A new workforce is appearing… Prensky 2001, Beck and Wade 2004, Mahaley 2008 “ Digital Immigrants” “ Digital Natives” Company loyalty Work ≠ Personal Learning=Behind the desk Professional loyalty Work = Personal Learning=Fun and games
  12. 12. “ u r always on….” Adapted from FredCavazza.net SoLoMo
  13. 13. Drivers of change Increased Interactivity DiGangi 2010
  14. 14. Building skills in virtual environments <ul><li>My CV </li></ul><ul><li>Leading a virtual team of 30 individuals from across the globe </li></ul><ul><li>Creating and successfully executing strategies under pressure </li></ul><ul><li>Managing cross-cultural conflict without face-to-face communication </li></ul>Teigland 2010
  15. 15. http://www.slideshare.net/helgetenno/post-digital-marketing-2009
  16. 16. Our economy changes Pine Jr. & Gilmore 1998, 1999; DiGangi 2010
  17. 17. Business models So, what happens to them? Johnson, Christensen, and Kagermann 2008, DiGangi 2010 They evolve...
  18. 18. Closed model <ul><ul><li>Organizations internalize resources for value creation; restrict access to knowledge, and protect intellectual property. </li></ul></ul>DiGangi 2010
  19. 19. DiGangi 2010
  20. 20. Open model <ul><ul><li>Organizations leverage both internal and external resources for value creation; strategically interact with environment </li></ul></ul>DiGangi 2010
  21. 21. Access to 24x7 global workforce Average wage approx. USD 1.40 / hour http://www.people.fas.harvard.edu/~drand/
  22. 22. A shift from being problem solvers to solution finders
  23. 23. <ul><ul><li>“ Distributed groups of individuals focused on solving general problem and/or developing new solution supported by computer-mediated communication.” </li></ul></ul><ul><ul><li>Dahlander & Wallin, 2006 p. 1246 </li></ul></ul>User-driven Innovation DiGangi 2010
  24. 24. DiGangi 2010 <ul><ul><li>“ Distributed groups of individuals focused on solving general problem and/or developing new solution supported by computer-mediated communication.” </li></ul></ul><ul><ul><li>Dahlander & Wallin, 2006 p. 1246 </li></ul></ul>User-driven Innovation
  25. 25. Co-created model <ul><ul><li>Organizations encourage flow of knowledge between internal and external resources; focus on common good where both parties benefit </li></ul></ul>DiGangi 2010
  26. 26. Threadless: What came first – the community or the company?
  27. 27. eZ 230+ Partners 40,100+ Community members 5,000+ Customers in 130 countries <ul><li>Open source content management software </li></ul><ul><li>Customers include Financial Times, Wall Street Journal, UN, Vogue, Hitachi, 3M, MIT </li></ul><ul><li>70 employees in 9 countries (US, Europe & Asia) </li></ul>Skien, Norway
  28. 28. eZ Philosophy Connecting people who share a passion for something they do so that they can collaborate, share ideas, learn, and create knowledge
  29. 29. The backbone of eZ Systems is social media - throughout the value chain
  30. 30. eZ provides platforms for interaction throughout its ecosystem eZ Software development team
  31. 31. Current Research Projects 09/20/11 <ul><ul><li>Driven by both parties sharing their experiences and co-creating value of network </li></ul></ul>Private-collective Community
  32. 32. But how to balance needs of community with needs of firm in value co-creation model? DiGangi et al 2010
  33. 33. Emergent organizing in VWs http://slpeacetrain.org/ Collaborating with like-minded individuals to pursue a vision Teigland 2010 http://www.flickr.com/photos/gwenette/4178487306/in/pool-peacefest
  34. 34. Ecosystems of activity
  35. 35. Some things do not change Innovation Exchange Exchange Trust Trust Relationships Relationships Interaction
  36. 36. http://slideshare.net/missrogue &quot;E-connection is processed in the brain like an in-person connection.&quot;
  37. 37. Leadership moving forward…… Hierarchy Linear, static, process-based organization Heterarchy Dynamic, integrated collaboration networks Teigland 2010
  38. 38. From the mobility of goods to the mobility of financial capital to … ...the “mobility” of labor? Teigland 2010
  39. 39. How do you stay in command …… while letting go of control?
  40. 40. <ul><li>Open Leadership </li></ul>Having confidence and humility to give up need to be in control, while inspiring commitment from people to accomplish goals
  41. 41. Karinda Rhode aka Robin Teigland [email_address] www.knowledgenetworking.org www.slideshare.net/eteigland www.nordicworlds.net RobinTeigland Photo: Lindholm, Metro Photo: Nordenskiöld Photo: Lindqvist If you love knowledge, set it free…

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