Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Leveraging social networks and social media for improved performance


Published on

An updated version of my previous leveraging networks and social media ppts. I have included some new slides on social media in the latter half of the presentation.

Published in: Business, Technology
  • Be the first to comment

Leveraging social networks and social media for improved performance

  1. 1. <ul><li>Leveraging Networks and Social Media for Improved Performance </li></ul><ul><li>Dr. Robin Teigland, aka </li></ul><ul><li>Karinda Rhode in SL </li></ul><ul><li>IFL at Stockholm School of Economics </li></ul><ul><li>Associate Professor </li></ul><ul><li> </li></ul><ul><li> </li></ul>Photo: Lundholm, Metro March 2010
  2. 2. Today’s discussion <ul><li>Background </li></ul><ul><li>Introduction to networks </li></ul><ul><li>Creating value through social media </li></ul>
  3. 3. &quot;...when the rate of change outside an organization is greater than the change inside, the end is near....&quot; Jack Welch…
  4. 4. A world of rapidly growing knowledge …. > A person’s lifetime in 18th century One week 2010 Fischbowl 2007
  5. 5. … that becomes quickly outdated 50% knowledge relevant 50% knowledge outdated First year of technical-based education Third year of education
  6. 6. Increasing number of social media Adapted from
  7. 7. <ul><li>Did You Know: Shift Happens </li></ul><ul><li> </li></ul><ul><li>How are these trends affecting you and your organization? </li></ul>
  8. 8. Human capacity cannot keep up… Growth Time Information and knowledge Human absorptive capacity Adapted from Cohen & Levinthal 1989
  9. 9. <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
  10. 10. 6 degrees of separation <ul><li>Everybody is connected to everybody else by no more than six degrees of separation. </li></ul><ul><li>“ Small World Phenomenon” </li></ul><ul><li>by sociologist Stanley Milgram, 1967 </li></ul>
  11. 11. The wisdom of the crowd Closed Expensive Complex Accurate Open Inexpensive Simple Close enough Hinton 2007
  12. 12. Leveraging external resources to find solutions and solve unsolved problems
  13. 13. Transparency: There is nowhere to hide… Fortune, Rey 2008
  14. 14. Traditional media vs social media
  15. 15. 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?
  16. 16. 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
  17. 17. Facebook: Only for people I have met in real life. Mainly friends but also colleagues and managers Google Reader/Buzz: All blogs that I read as well as alerts on specific words. A lot of sharing among friends LinkedIn: My resume online, one of the first links you see in Google My B l og: Interaction with other bloggers, allow me to write down my own thoughts, makes me pay more attention. A good way of showing who I am Twitter: I learn new things everyday, people share links to interesting posts, articles etc. Good place to network and get to know people in your field Enckel 2010
  18. 18. Enckel 2010
  19. 19. Teigland 2010
  20. 20. 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
  21. 21. Increasing pressure on “traditional” organizations Formal organization/ Hierarchy Teigland et al. 2005 Social organization / Heterarchy
  22. 22. What is a network? A set of actors connected by ties <ul><li>Ties/Links </li></ul><ul><ul><li>Knowledge, trust, team, sit by, dislike, etc. </li></ul></ul><ul><ul><li>Alliance, customer, investment, etc. </li></ul></ul>Tie <ul><li>Actors/Nodes </li></ul><ul><ul><li>Individuals </li></ul></ul><ul><ul><li>Teams, organizations, etc. </li></ul></ul>Actor
  23. 23. Two individuals with the same number of contacts… B A
  24. 24. … but with very different access to resources B A
  25. 25. Bridging unconnected groups brings advantages <ul><li>More rapid promotions </li></ul><ul><li>Greater career mobility </li></ul><ul><li>Higher salaries </li></ul><ul><li>More adaptable to changing environments </li></ul>Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi
  26. 26. Network dynamics impact creativity and innovation…. Firm A Low on-time High Creative High on-time Low creative Teigland 2003 High creative Virtual community Firm B
  27. 27. When you hire someone,… … “hire” his or her network.
  28. 28. … as well as organizational learning.. Division 1 Division 2 Improved efficiency over time Stagnant performance over time Schenkel & Teigland 2008 Two divisions within Sundlink (Öresund Bridge)
  29. 29. Comparing performance across firms Teigland et al 2000
  30. 30. Hewlett-Packard (1990s) <ul><li>Networking activities recognized and rewarded at individual and unit levels </li></ul><ul><li>Management support for informal and formal networking activities across internal and external boundaries </li></ul><ul><ul><li>Best practice task group </li></ul></ul><ul><ul><li>Personal initiatives </li></ul></ul><ul><li>Extensive socialization : personnel rotation, cross-office teams </li></ul><ul><li>A visionary organization </li></ul><ul><ul><li>Clearly defined mission: ”To make technical contributions for the advancement and welfare of humanity” </li></ul></ul><ul><ul><li>Supporting core values, e.g., teamwork, helpfulness </li></ul></ul><ul><ul><li>Company-wide goal of World’s Best Laboratory </li></ul></ul>Teigland et al 2000
  31. 31. Avoid creating insular networks
  32. 32. External networks are growing in importance! Other people around the world Other employes around the world Other employees in your country Co-Workers Friends Large portion of new ideas and formal collaboration relationships come from external contacts You Alex Eyal Your manager Rami’s manager Hila Yaron Yuval Eduardo Ed Muriel Peter Frequent e-mails Infrequent e-mails Web 2.0 Collaboration
  33. 33. Management cannot mandate social relationships My company has blocked my computer from accessing most of the social media sites. But I feel so cut off from my network. So, now I just connect through my phone.
  34. 34.
  35. 35. Increasing number of social media Adapted from
  36. 36. My definition of social media <ul><li>enable communication & collaboration … </li></ul><ul><li>through user-generated content …. </li></ul><ul><li>from one-to-one to many-to-many people … </li></ul><ul><li>- across all boundaries </li></ul>Teigland 2010
  37. 37. Companies span the full range of use but…. Teigland 2010 Organizational use Employee use No use Ban use One-way “broadcasting” Allow use Encourage use Two-way conversations ..the majority are here
  38. 39. Organizations primarily use social media for branding….. B2C companies are more active than B2B Teigland 2010   Blogs YouTube Facebook Twitter LinkedIn Branding 30% 28% 23% 12%   Customer relations 24%         Innovation 28%         Networking     25%   25% Marketing   28%       Employee communications 23%         Learning & training   27%       Business intelligence 26%         Future employees     15%    
  39. 40. Improving internal operations
  40. 41. Strengthening internal and external relationships through Facebook <ul><li>#1 Applications Lifecycle Management (ALM) & business mashup </li></ul><ul><li>96 of Fortune 100 as customers </li></ul><ul><li>800 employees in 18 countries across globe </li></ul><ul><li>Facebook Fridays: One hour every Friday on Facebook to find fun and connect with co-workers, customers, family, and friends </li></ul><ul><li>Average employee age: 46 </li></ul><ul><li>27 year old Silicon Valley company </li></ul><ul><li>>90% of employees on FB </li></ul>
  41. 42. Creating value through external conversations
  42. 43. Check out HP’s responsiveness!
  43. 44. $6.5 million as of Dec 2009
  44. 45. Positive return on social media for INC 500 companies Barnes & Mattsson 2009 No Yes 88% 12% If you use social media, has it been successful (hits, comments, leads, sales)?
  45. 46. Where are the sources of sustainable competitive advantage? Kaye 1993 #1 Innovation Networks of relationships Brand & Reputation FIRM
  46. 47. Where are the sources of sustainable competitive advantage? #1 Innovation Networks of relationships Brand & Reputation FIRM Teigland 2010
  47. 48. Exploitation Improving existing value creation activities Exploration Developing new value creation activities Adapted from March 1991
  48. 49. Threadless: What came first – the community or the company?
  49. 50. eZ 230+ Partners 30,000+ Community members 5,000+ Customers in 130 countries <ul><li>#1 open source content management software </li></ul><ul><li>Customers include UN, Vogue, Hitachi, 3M, MIT </li></ul><ul><li>75 employees in 9 countries (US, Europe & Asia) </li></ul>
  50. 51. The backbone of eZ Systems is social media - throughout the value chain
  51. 52. Innovation in the eZ ecosystem
  52. 53. Here comes the Immersive Internet O’Driscoll 2009
  53. 54. “ Clearly if social activity migrates to synthetic worlds, economic activity will go there as well.” Castranova <ul><li>USD 3 bln in virtual goods sales in 2009, to grow to USD 12 bln in 2012 </li></ul><ul><li>Swedish government granted b ank license to virtual world Mind Bank in 2009 </li></ul><ul><li>USD 330,000 for virtual space station in 2010 </li></ul>
  54. 55. 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
  55. 56. Innovation workshops bring together users from across the globe Giovacchini, Teigland, Kohler, Helms 2010
  56. 57. Which professions and industries will not be revolutionized?
  57. 58. From the mobility of goods to the mobility of financial capital to … ...the “mobility” of labor? Teigland 2010
  58. 59. So, what does all this mean? <ul><li>Organizations have to …. </li></ul><ul><li>develop their employees’ network leadership skills </li></ul><ul><ul><li>to build their networks globally - both inside and out </li></ul></ul><ul><li>leverage social media </li></ul><ul><ul><li>to win the war for talent </li></ul></ul><ul><ul><li>to innovate for continuous competitive advantage </li></ul></ul><ul><ul><li>to build their reputation and brand </li></ul></ul><ul><ul><li>to build their networks across numerous boundaries </li></ul></ul><ul><li>cultivate an open, knowledge sharing culture </li></ul>
  59. 60. Leadership moving forward…… I f you love knowledge, set it free … Hierarchy Linear, static, process-based organization Heterarchy Dynamic, integrated collaboration networks Teigland 2010
  60. 61. DN Aug 20, 1996
  61. 62. Thanks and see you in world! Karinda Rhode aka Robin Teigland [email_address] Photo: Lindholm, Metro