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Open net∞WORKs for Co-generating  Knowledge Jenny Ambrozek & Victoria G. Axelrod Graphic source   KMWorld & Intranets - September 2008 San Jose, CA
Creating Value through Interactions Conversations begin Knowledge Cafe NY July 15 ,  2005
Multi billion dollar global manufacturing company Our Experience Networks, Analyses, Open System Conference  Challenge Business Result Increase American plant productivity by  6 percent in one year.  Increased productivity by 14 percent in 6 mo. Plant became flagship facility for company’s world-wide operations. Broaden strategic intent, develop new core products and competencies to increase bottom line Multi million dollar not-for-profit global education organization New lines of business with required talent increased bottom line by $23 million. To restart a shut-down energy plant because of management issues, costing $180 Million.   Plant restarted with greater cross-team collaboration, much better management techniques, and involving external stakeholders.  Multi billion dollar nuclear plant Global integrated natural  resources company Improve effectiveness of an expertise network Identified gaps between long term & new members, & value new could contribute
AGENDA 1. Overview & Introductions 2. A Networked Organizations Mindset 3. Personal Network Drawing & Discussion   4. Business Challenge Case 5. Break 6. The CORE Stakeholder Process at work addressing your business challenge  net ∞ WORK – Creating value through facilitating interactions & networks
Why an Open Net ∞ WORKing Organizations Workshop Now? Cataclysmic shift in marketplace. (“Here Comes Everybody”) Potential to use net∞WORKed information to drive business strategy and value creation
Partner Networks Organizations as Complex Network Webs Knowledge Networks Communities of Practice Innovation Customer Co- Creation   Value Networks Supply Chains Industry Groups   Alumni Networks Business value created through interaction. Relationships build capital. High Performers
 
The sum of all of an organization's relationships through individual networks.  Net ∞ WORK Capital Value  Sustainable organizations with high social capital contribute positively to the ecosystem in which they operate.
Collaboration Tools Email, IM, Portals, Blogs, Wikis, Tagging, Social Networking Platforms  Wireless and Mobile  Idea Marketplaces, Prediction Markets  Globalization- Geographically spread Mobile workforces Competitive business environment seeking business value Social Network Analysis Social Capital Why ONA Now? Search for valuable over quantity of connections “ Globalization and the Internet create great new opportunities, but they also ratchet up the intensity of competition and generate more work -- especially with the existing corporate structure still hanging on tightly.” Shoshana Zuboff,  Business Week Sept 23, 2005 “ By having workers fill out a 15- to 20-minute online survey, Cross can chart who people communicate with, how much time is spent preparing for which meetings, and where the bottlenecks are. "Then I ask executives: 'What decisions are you making that others can make?"' says Cross. "Are there aspects of your role that you could let go of?“ Rob Cross ,  Business Week Sept 23, 2005
Today’s Social Technology Industrial Age Information Economy Networked Information Economy Traditional Org Models Effectiveness Technology Social Technology Time Line
Personal Network Drawing Exercise
Influence Network HOWARD RHEINGOLD KM CLUSTER ETIENNE WENGER KNOWLEDGEBOARD NANCY WHITE ASSOCIATION FOR INTERNET RESEARCHERS ONLINE COMMUNITY REPORT CQSQUARE JERRY ASH LINKEDIN IBM IKO DEBORAH AMIDON ANNE MCKAY HUBERT SAINT-ONGE MICROSOFT IBM JONATHAN SPIRA OPEN SOURCE COMMUNITY KM CLUSTER JIM CASHEL Ambrozek&Cothrel/ Valdis Krebs 2004 “ Who or what influences your thinking about online communities/teams/ networks? ” Online Communities in Business  2004  Ambrozek & Cothrel Subset analysis. Respondents focused on internal knowledge sharing
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
Direct CONTROL lessens
Power of Association Associative information organization system-any piece of information can be linked to any other piece. Containers Versus Links   Conventional file directory trees confine information to a strict hierarchical organization and are incapable of expressing the multi-layered relationships that exist in the real world. thebrain.com Network Capital Value
=
Enabling Participation & netWORKing  “ 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
Participation is Individual  & Complex High Engagement Low Engagement Facilitators Roles   Attention   Connection  Participation   Contribution Adapted from Ross Mayfield April 2006
HR IT FIN
Past Present Emerging Future net  WORKing CORE™ Value Roadmap
net  WORKing CORE ™ ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Co-generating Knowledge and Business Value
Potential CORE and ONA Applications ,[object Object],[object Object],[object Object]
Knowledge Management in a Networked World "Jerry, thank you for the kind words, but I never did try and manage knowledge.  What I really tried to manage and nurture was a culture that would encourage and expand the flow of knowledge.  It was because economic value could only be obtained in our environment when knowledge moved across the organization in response to a need."   ~ Bob Buckman, March 6, 2007 AOK Yahoo Group Post
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],net ∞ WORK Thinking and Acting - 10 Dimensions
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Continuing the Conversation

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Open netWORKs for Co-generating Knowledge

  • 1. Open net∞WORKs for Co-generating Knowledge Jenny Ambrozek & Victoria G. Axelrod Graphic source KMWorld & Intranets - September 2008 San Jose, CA
  • 2. Creating Value through Interactions Conversations begin Knowledge Cafe NY July 15 , 2005
  • 3. Multi billion dollar global manufacturing company Our Experience Networks, Analyses, Open System Conference Challenge Business Result Increase American plant productivity by 6 percent in one year. Increased productivity by 14 percent in 6 mo. Plant became flagship facility for company’s world-wide operations. Broaden strategic intent, develop new core products and competencies to increase bottom line Multi million dollar not-for-profit global education organization New lines of business with required talent increased bottom line by $23 million. To restart a shut-down energy plant because of management issues, costing $180 Million.   Plant restarted with greater cross-team collaboration, much better management techniques, and involving external stakeholders. Multi billion dollar nuclear plant Global integrated natural resources company Improve effectiveness of an expertise network Identified gaps between long term & new members, & value new could contribute
  • 4. AGENDA 1. Overview & Introductions 2. A Networked Organizations Mindset 3. Personal Network Drawing & Discussion 4. Business Challenge Case 5. Break 6. The CORE Stakeholder Process at work addressing your business challenge net ∞ WORK – Creating value through facilitating interactions & networks
  • 5. Why an Open Net ∞ WORKing Organizations Workshop Now? Cataclysmic shift in marketplace. (“Here Comes Everybody”) Potential to use net∞WORKed information to drive business strategy and value creation
  • 6. Partner Networks Organizations as Complex Network Webs Knowledge Networks Communities of Practice Innovation Customer Co- Creation Value Networks Supply Chains Industry Groups Alumni Networks Business value created through interaction. Relationships build capital. High Performers
  • 7.  
  • 8. The sum of all of an organization's relationships through individual networks. Net ∞ WORK Capital Value Sustainable organizations with high social capital contribute positively to the ecosystem in which they operate.
  • 9. Collaboration Tools Email, IM, Portals, Blogs, Wikis, Tagging, Social Networking Platforms Wireless and Mobile Idea Marketplaces, Prediction Markets Globalization- Geographically spread Mobile workforces Competitive business environment seeking business value Social Network Analysis Social Capital Why ONA Now? Search for valuable over quantity of connections “ Globalization and the Internet create great new opportunities, but they also ratchet up the intensity of competition and generate more work -- especially with the existing corporate structure still hanging on tightly.” Shoshana Zuboff, Business Week Sept 23, 2005 “ By having workers fill out a 15- to 20-minute online survey, Cross can chart who people communicate with, how much time is spent preparing for which meetings, and where the bottlenecks are. "Then I ask executives: 'What decisions are you making that others can make?"' says Cross. "Are there aspects of your role that you could let go of?“ Rob Cross , Business Week Sept 23, 2005
  • 10. Today’s Social Technology Industrial Age Information Economy Networked Information Economy Traditional Org Models Effectiveness Technology Social Technology Time Line
  • 12. Influence Network HOWARD RHEINGOLD KM CLUSTER ETIENNE WENGER KNOWLEDGEBOARD NANCY WHITE ASSOCIATION FOR INTERNET RESEARCHERS ONLINE COMMUNITY REPORT CQSQUARE JERRY ASH LINKEDIN IBM IKO DEBORAH AMIDON ANNE MCKAY HUBERT SAINT-ONGE MICROSOFT IBM JONATHAN SPIRA OPEN SOURCE COMMUNITY KM CLUSTER JIM CASHEL Ambrozek&Cothrel/ Valdis Krebs 2004 “ Who or what influences your thinking about online communities/teams/ networks? ” Online Communities in Business 2004 Ambrozek & Cothrel Subset analysis. Respondents focused on internal knowledge sharing
  • 13. 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
  • 15. Power of Association Associative information organization system-any piece of information can be linked to any other piece. Containers Versus Links Conventional file directory trees confine information to a strict hierarchical organization and are incapable of expressing the multi-layered relationships that exist in the real world. thebrain.com Network Capital Value
  • 16. =
  • 17. Enabling Participation & netWORKing “ 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
  • 18. Participation is Individual & Complex High Engagement Low Engagement Facilitators Roles   Attention Connection Participation Contribution Adapted from Ross Mayfield April 2006
  • 20. Past Present Emerging Future net  WORKing CORE™ Value Roadmap
  • 21.
  • 22.
  • 23. Knowledge Management in a Networked World "Jerry, thank you for the kind words, but I never did try and manage knowledge. What I really tried to manage and nurture was a culture that would encourage and expand the flow of knowledge. It was because economic value could only be obtained in our environment when knowledge moved across the organization in response to a need." ~ Bob Buckman, March 6, 2007 AOK Yahoo Group Post
  • 24.
  • 25.

Editor's Notes

  1. While we are waiting ask people to: Read the questions and tags doc – attached Think about potential applications of social media in their organizations: - business problem they want to address - people they need to help and how they might engage them - social media tool that seems the most useful technology