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Open net∞WORKing Organizations – Co-generating  Business Value Jenny Ambrozek & Victoria Axelrod Graphic source   Enterpri...
net ∞ WORK Understanding human networks as resources to be WORKed to create value for organizations
 
The Organizational Challenge   Social Technology Control Time Degree Enterprise systems ,  Blogs Wikis Podcasting , Social...
Direct CONTROL lessens
Slates S   earch L  inks A   uthoring T  ags E  xtensions S  ignals Enterprise 2.0 Technology components ~  Andrew McAfee,
E2.0 S L A T E S Impact Changes Participation & Working Networks “ Change the patterns of participation, and you change th...
Today’s Social Technology Industrial Age Information Economy Networked Information Economy Traditional Org Models Effectiv...
Yesterday’s Socio - Tech “ If a technical system is created at the expense of a social system, the results obtained will b...
Participation is Individual  & Complex High Engagement Low Engagement Facilitators Roles   Attention   Connection  Partici...
=
HR  IT FIN
<ul><li>Organizations Function As Complex Network Webs </li></ul><ul><li>Work Gets Done Through Individual Networks    </l...
net  WORKing CORE ™ <ul><li>Business Driver- What value are you trying to create? Define business challenge or strategic ...
Past Present Emerging Future net  WORKing CORE™ Value Roadmap
<ul><li>21 st  Century Organization Blog   http://c21org.typepad.com/ </li></ul><ul><li>21 st  Century Organization Facebo...
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Open net∞WORKing Organizations – Co-generating Business Value

Enterprise 2.0 OPEN Boston, June 10 Discussion Starters

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Open net∞WORKing Organizations – Co-generating Business Value

  1. 1. Open net∞WORKing Organizations – Co-generating Business Value Jenny Ambrozek & Victoria Axelrod Graphic source Enterprise 2.0 Open Boston, June 10, 2008 Discussion Starters
  2. 2. net ∞ WORK Understanding human networks as resources to be WORKed to create value for organizations
  3. 4. The Organizational Challenge Social Technology Control Time Degree Enterprise systems , Blogs Wikis Podcasting , Social Networking Tagging Ethernet 1973 Web 1.0 1991 Web 2.0 Web 3.0 Search Links Authoring Tags Extensions Signals as social technology INCREASES Direct control DECREASES Web 3.0
  4. 5. Direct CONTROL lessens
  5. 6. Slates S earch L inks A uthoring T ags E xtensions S ignals Enterprise 2.0 Technology components ~ Andrew McAfee,
  6. 7. E2.0 S L A T E S Impact Changes Participation & Working Networks “ Change the patterns of participation, and you change the organization. At the core of the 21st century company is the question of participation. At the heart of participation is the mind and spirit of the knowledge worker....” John Seely Brown & Estee Solomon Gray, “The People are the Company” Fast Company Issue 01, October 1995 http://www.fastcompany.com/online/01/people.html Organizational boundaries Inside & out less bounded
  7. 8. Today’s Social Technology Industrial Age Information Economy Networked Information Economy Traditional Org Models Effectiveness Technology Social Technology Time Line
  8. 9. Yesterday’s Socio - Tech “ If a technical system is created at the expense of a social system, the results obtained will be sub-optimal.” ~ Tavistock 1949 http://www.enid.u-net.com/Sociotech.htm
  9. 10. Participation is Individual & Complex High Engagement Low Engagement Facilitators Roles   Attention Connection Participation Contribution Adapted from Ross Mayfield April 2006
  10. 11. =
  11. 12. HR IT FIN
  12. 13. <ul><li>Organizations Function As Complex Network Webs </li></ul><ul><li>Work Gets Done Through Individual Networks   </li></ul><ul><li>Knowledge Is Created Through Individual Interactions   </li></ul><ul><li>Patterns Of Participation Impact Knowledge Flows  </li></ul><ul><li>ONA Reveals Current Knowledge Flows And Individual's Roles   </li></ul><ul><li>Network Maps Visualize Network Analysis   </li></ul><ul><li>Network Analysis Provides New Measurement Tools   </li></ul><ul><li>Knowledge Is In Net ∞ Working. Innovation Is The Result Of Action  </li></ul><ul><li>Technologies Shape Work   </li></ul><ul><li>Balance Intension and Control in Support of the Business Strategy </li></ul>net ∞ WORK Thinking and Acting - 10 Dimensions * * Derived from peer contributions for an Effective Executive article
  13. 14. net  WORKing CORE ™ <ul><li>Business Driver- What value are you trying to create? Define business challenge or strategic intent. </li></ul><ul><li>Stakeholder Network – Who do you need to bring together for the most productive result? Use ONA. </li></ul><ul><li>Survey – What questions might you want answered to resolve your business need? </li></ul><ul><li>Analyze survey findings. </li></ul><ul><li>Results – Visual network map. </li></ul><ul><li>Follow-up interviews to validate data. </li></ul><ul><li>Convene network to address business challenge and implement actions. </li></ul><ul><li>Co-generating Business Value </li></ul>
  14. 15. Past Present Emerging Future net  WORKing CORE™ Value Roadmap
  15. 16. <ul><li>21 st Century Organization Blog http://c21org.typepad.com/ </li></ul><ul><li>21 st Century Organization Facebook Group http://www.facebook.com/group.php?gid=2436782733 </li></ul><ul><li>Networked Organizations Wiki </li></ul><ul><li>http://networkedorganizations.wikispaces.com/ </li></ul><ul><li>Email [email_address] </li></ul><ul><li>[email_address] </li></ul><ul><li>Thank You </li></ul>Continuing the Conversation

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