The document discusses co-creation of learning and social CRM from an academic perspective. It summarizes the author's research on how actors within value networks, including customer, supplier, partner, and internal networks, collaborate and learn from each other. Interactive technologies help foster emergent learning and creativity within these networks by enabling adaptive leadership and increasing interactions between diverse agents. Organizations play an enabling role through social initiatives like social CRM and enterprise 2.0 to foster co-creation of learning and adaptability across various value networks.

1. Co-creation of Learning and Social CRM: Academic Perspectives By Dr. Darshan Desai [email_address] This presentation is based on my recent research paper that is published in the academic journal: The Learning Organization http://www.emeraldinsight.com/journals.htm?issn=0969-6474&volume=17&issue=5&articleid=1871139&show=abstract

2. We all have a desire to learn and grow Its like a spark within us

3. We have a strong internal sense of ownership for our own learning However, Can we be too self-focused while learning????!!!

4. No! Neither me, Nor Today’s Organizations! We Collaborate with many Learn from them, and Enhance their learning That’s how, we co-create learning and grow together

5. Value Networks Customer Networks (B2C communities) Supplier or Partner Networks (B2B communities) Informal Internal Networks Within an organization Different Actors of a Value Network Collaborate and Learn Together Organizations are part of complex value networks

6. Evidence of learning co-creation within customer networks Source: May, 2009 “The ROI of Online Customer Service Communities” Forrester report Wireless enthusiasts and customers to help each other in using wireless products and services. Telecom Sprint Users gather as a community to share thoughts, ask questions, look for answers, give suggestions and learn Leader in flash memory cards Sandisk Customers discuss support topics and learn and post questions as well as answers Telecom/Mobile Technology Palm Users and customers exchange ideas tips, information and techniques related to the services Technology, service solution provider Linksys/Cico A Users share experiences and expertise in high quality atmosphere Innovative makers of Personal computers Lenovo Customers share useful information, discuss product in the ever changing world of Robotics, and share stories through online community Pioneer in Robot industry iRobot Customers community provide peer to peer support in which users help others with residential, wireless and SMB products and services A leader in fiber optics, phone, TV wireless services Verizon

7. Evidence of learning co-creation within supplier partner networks For some examples, Source: “The ROI of Online Customer Service Communities” Forrester report For more information and examples, see insightful presentation by Dr. Natalie Petouhoff at http://www.slideshare.net/drnatalie/dr-natalie-petouhoff-roi-of-social-media-social-media-club-presentation-forrester-research Partners and suppliers collaborate on code, share development techniques and learn about cutting edge technologies via a global community of 44 engineers and scientists Provides graphical software modular hardware National Instruments Business social network for environmental and commercial real estate professionals to share ideas, discuss and debate wide range of related topics US environmental information services Environmental Data Resources Suppliers partners community to discuss issues related to equipment and mail and market business in general Document management software and solutions Pitney Bowes Employees, dealers, suppliers and customers actively share ideas, solutions, expertise and knowledge worldwide. Construction equipment manufacturer Caterpiller A community provide place for collaboration between SAP, its customers and partners to accelerate co-innovation Software solution provider SAP All users of ACT! collaborate to share learn and support each other on broad spectrum of topics Contact and CRM Software provider (ACT!) Sage Software

8. Evidence of learning co-creation within internal networks and communities For more examples, see Jacob Morgan’s resourceful blog http://www.jmorganmarketing.com/collection-enterprise-2-0-case-studies-examples/ They implemented an enterprise-wide social computing platform to help employees to find relevant expertise more quickly, to break down silos; and to captur the tacit knowledge of mature employees. Technology Intel (IT) They implemented collaborative intranet strategy to boost emergent collaborations and integration. Distribution resource management IBS As a replacement for their Document Management System, they built an online space for knowledge sharing. Dutch management consulting firm YOIN They uses Internal twitter like microblogging tool that enables the employees work in knowledge-intensive project contexts. A software company in Dresden, Germany Communardo Software GmbH A wiki intranet platform allowed managers to share innovations, and allowed employees strengthening relationships between team members who often worked miles apart R eal estate development Intrawest Placemaking Transcend the continent” and get far-flung employees working together through internal social-networking. Producer of lime Graymont Limited

9. Objective of my Research How do the actors of a value network co-create emergent learning and creativity? What is role of an organization? What is the role of interactive technologies (Enterprise 2.0 and social CRM)?

10. How does emergent learning happen? Isn’t it how our brain works? Isn’t it how Billions of neurons and Trillions of connections among those neurons co-create emergent learning ? What is our brain? And how does this complex system work? Thinking about the Objectives

11. Method In search of the answers, it was worth diving into the ocean of literature The literature is highly interdisciplinary and seek to answer fundamental questions about living adaptable systems.

12. Literature Streams Literature on CAS in economics and social sciences that is grounded in complexity sciences Literature on CAS in complexity sciences related to modern chemistry, biological views on adaptation and evolution Organization as CAS Supply Network as CAS Value Network as CAS Focus of the research

13. Research Gaps Majority of the studies  An organization as an CAS, few studies  Supply network as an CAS; However, There is a dearth of research that views the value networks through the CAS lenses A couple of insightful studies (Allee, 2008; Allee, 2003) that view value network through CAS lenses mainly focus on value conversions of tangible and intangible assets, and do not address Co-creation of these intangibles (learning, creativity, and adaptability) The studies in the Management area draws on CAS ideas and models from Complexity sciences. However, less is known about the ‘human CAS’, how is it different? what are its implications ?

14. Value Networks – CAS : Why? Complicated System Complex System Complex Adaptive System System can be described In terms of its constituents (Jumbo jet) The whole can not be Understood by its Constituents (Water) When constituents of a Complex system Have agency (the ability to intervene meaningfully in the course of events) (Ant colonies, brain and Immune system) All the members of a value network including Customers have ability to intervene meaningfully in the course of event, and therefore can be the agents. And the whole can not be understood by its constituents

15. Conceptual Framework How is the human CAS different? What are its implications Humans  impose order through laws and practices to create predictable environments  make systems that might otherwise be CAS into known Systems. Such activities are essential (Snowden, 2002) Therefore, a human CAS is generally entangled with bureaucratic functions such that they can not be separated. These bureaucratic functions and the actions related to planning and coordination are referred as administrative leadership (Uhl-Bien, et al, 2007). When the scholars assume that the effects of administrative leaderships and the ‘ imposed order’ is an universal structure (due to CAS), it is risky. In the absence of inherent adaptability of CAS, when conditions of uncertainty are reached, the ‘imposed order’ can break down or artificially persist beyond its usefulness (Snowden, 2002). P1: Within the value networks, the emergent and informal constraints imposed by interdependent relationships coexist with the imposed administrative controls

17. Co-creation of Learning and Creativity: How? Agents of CAS: Interdependent The interdependency: Imposes restrictions on the agents’ behaviors. In the “spaces between” agents conflicting needs/ ideas of different actors build up struggles/tensions. Collapse or dissipation of built up tensions, Birth of new understanding out of collisions of conflicting views (the “aha” moment) Cascade of changes through network connections derive emergence or non-linear suddenness When this emergence forms previously unknown solution to a problem, creativity and learning emerge in the value networks.

19. Role of Organization’s Enabling Leadership Is the Role of Organization too limited? Why yes ? Because CAS emerges and self organizes. Organizations, as the agents of a CAS behaves according to the simple rules that are enacted based on local information without any pre-determined plan. According to the service dominant logic, customers creates their value-in-use, While the role of an organization is limited to co-creating value propositions.

20. Flocking patterns of birds emerges, and individual birds behave according the rules; Similar self organizing behavior may not be visible in human systems. Mind and conscious learning make human systems different “ The critical difference is the ability of human beings to tell stories, to imagine new futures, act on those stories, and change the world so that they can realize such futures” (Baskin, 2008, p. 2). Value networks: “greater” storied spaces  complex nested network of different Types of less inclusive storied spaces Organization can promote dialogues and storytelling, And can shape the evolution of agent interactions. The enabling leadership of an organization catalyzes conditions that enable adaptive leadership in places where creativity and learning are needed, and channelize the flow of intangibles from adaptive structures into administrative structures Co-created learning and creativity: value-in-use. An organization actively engage in and enable the co-creation of learning and creativity. Is the Role of Organization too limited? Why No. P3: An organization enables adaptive leaderships within different value networks and fosters co-creation of learning, creativity and adaptability.

21. Role of Interactive Technologies Internet and interactive technology  help meet certain conditions like agent interactions, interdependencies, and asymmetric information and tensions  CAS functions appropriately P4a: Within value networks, the interactive technologies enable adaptive leaderships, and foster the co-creation of adaptation, learning and creativity. P4b: The strategic initiatives like social CRM or enterprise 2.0 enhance an organization’s abilities to be an enabling leader to foster co-creation of learning, creativity and adaptability. Social CRM, Enterprise 2.0 etc  Organizations provide the tools to different actors to participate in the process of spontaneous change  They increase The numbers of active agents, the levels of inter-dependent relationships and the heterogeneity of skills and outlooks ,  increases overall diversity and complexity of a value network context.

23. Discussions Greater level of shared schema among allied firms in a supply networks leads to a reduction of transaction costs and higher level of fitness. In contrast, this research suggests that greater level of shared schema among agents reduces diversity of ideas, productive fictions and tensions within a CAS, and thereby, it resists appropriate functioning of CAS. Instead, productive frictions and diversity of perspectives lead to higher level of fitness. Instead of striving too hard for shared vision throughout the organization, this study again welcomes diversity of world views, ideas, and productive conflicts. In general, it was implied that the top-down control and administrative coordination are not compatible with the informal emergence. In contrast, this study supports the view that enabling leadership can manage the entanglement between administrative and adaptive structures. Supplier Networks Internal Networks

25. Welcome suggestions, questions, examples and implications