The document discusses how trends like increased connectivity, the rise of social networks, and new forms of online collaboration are driving organizations to adopt more open and networked models of value creation. It argues that firms need to leverage both internal and external resources, and encourage knowledge sharing between internal and external stakeholders to remain innovative in this changing environment. The challenges of balancing the needs of communities with the business needs of the firm in co-creation models is also addressed.
Leveraging networks for improved performanceRobin Teigland
This document discusses leveraging social networks for improved performance. It begins with an introduction to the speaker, Professor Robin Teigland, and their background. The discussion then covers organizational network analysis and personal network analysis. Some key points include how analyzing knowledge flows and communication pathways in a network can help improve performance, and how an individual's position and connections in a network can impact their opportunities. The presentation provides examples of network mapping and analysis tools that can be used to better understand networks.
My presentation from the European Training & Development Summit 2009 in Barcelona, Spain in September 2009. More information on the event is here: www.bmeglobal.co.uk/ETD09/Develop-the-full-Potential-of-your-Personnel-2.html.
The document discusses several key trends that are driving change such as the acceleration of information growth and sharing, the rise of virtual worlds and networks, and new business models that leverage both internal and external resources. It suggests that organizations need to embrace more open and collaborative models to keep pace with these trends in order to create and share knowledge across boundaries.
Web 2.0 Creating Value Through Social Networks And Virtual WorldsRobin Teigland
1. The document discusses social media and networks, their benefits for organizations, and challenges in leveraging them. It provides examples of how companies are using social media internally to connect employees, find expertise, and share knowledge.
2. Companies are also using virtual worlds and social networks to improve recruiting, collaboration for remote workers, and open innovation by connecting with external partners and communities.
3. While social media provides benefits like knowledge sharing and relationship building, challenges include ensuring diversity in networks and balancing organizational vs individual goals.
Leveraging networks for improved performanceRobin Teigland
This document discusses leveraging social networks for improved performance. It begins with an introduction to the speaker, Professor Robin Teigland, and their background. The discussion then covers organizational network analysis and personal network analysis. Some key points include how analyzing knowledge flows and communication pathways in a network can help improve performance, and how an individual's position and connections in a network can impact their opportunities. The presentation provides examples of network mapping and analysis tools that can be used to better understand networks.
My presentation from the European Training & Development Summit 2009 in Barcelona, Spain in September 2009. More information on the event is here: www.bmeglobal.co.uk/ETD09/Develop-the-full-Potential-of-your-Personnel-2.html.
The document discusses several key trends that are driving change such as the acceleration of information growth and sharing, the rise of virtual worlds and networks, and new business models that leverage both internal and external resources. It suggests that organizations need to embrace more open and collaborative models to keep pace with these trends in order to create and share knowledge across boundaries.
Web 2.0 Creating Value Through Social Networks And Virtual WorldsRobin Teigland
1. The document discusses social media and networks, their benefits for organizations, and challenges in leveraging them. It provides examples of how companies are using social media internally to connect employees, find expertise, and share knowledge.
2. Companies are also using virtual worlds and social networks to improve recruiting, collaboration for remote workers, and open innovation by connecting with external partners and communities.
3. While social media provides benefits like knowledge sharing and relationship building, challenges include ensuring diversity in networks and balancing organizational vs individual goals.
The Virtual Future of Business Administration PhD EducationRobin Teigland
My keynote presentation at European Doctoral Programmes Association in Management and Business Administration (EDAMBA) Annual Meeting and General Assembly 2012 in Uppsala, Sweden in Sept 2012: http://www.edamba.eu/r/default.asp?iId=HEJFI
My lecture at the Nobel Breakfast at Nobel Museum in Stockholm on Intrapreneurship http://www.anpdm.com/newsletterweb/44405E4B7641445F4171424059/4240504A7647435B477448405E4A71
The document discusses how the rate of change outside organizations is accelerating and the impacts this is having. It notes that the average lifespan of S&P 500 companies has dropped from 67 to 15 years, and 40% of Fortune 500 companies were replaced from 2000 to 2010. Open innovation, crowdsourcing, peer production and knowledge networks are seen as ways for organizations and individuals to keep up with this increasing pace of change.
LinkedIn Stockholm Economic Graph April 2016Robin Teigland
This document provides an overview and analysis of LinkedIn's professional network and "Economic Graph" which maps the global economy. It details LinkedIn's large membership of over 400 million professionals worldwide and vision to create economic opportunities. The analysis then summarizes LinkedIn's presence in Sweden, Stockholm specifically, outlining key metrics on members, companies, jobs, skills, schools and knowledge in the region.
Presentation of the Nordic Virtual Worlds Research Project (www.nordicworlds.net) for the KIN Research Group at Vrije Universiteit in Amsterdam in February 2011.
Deloitte & government: Innovation Transfer Project, what is it like to work a...Bryony Cole
Social media strategy and workplace innovations observed at Deloitte digital that could be applied in a government context. Part of the Innovation Transfer Project which aims to depend understanding of how other organisations operate, skills share and cross-fertlise ideas between private and government.
Canadian conferences is a document discussing two online conferences in Canada:
- mesh is Canada's leading online conference exploring how the internet is changing life. It has four streams and is designed to be interactive. It was founded in 2005 and is known as a world-class conference. Regular admission is $639.
- interlink is an international web design conference that welcomes various online professionals. It allows attendees to meet others in the industry and get inspired through talks and interactive workshops. It takes place at Capilano University in North Vancouver.
The document is a presentation on internet culture and social media by Martin Sønderlev Christensen. It discusses how internet culture has evolved from being separate from real world culture to now being culture with the rise of social media. It notes that social media is no longer optional for organizations and they must adapt to the new cultural paradigm shaped by social technologies and user participation. It emphasizes that organizations should focus not just on social media but on learning from the principles of openness and collaboration that drive social media.
Succeeding in a disrupted world by Will McInneswill mcinnes
This document discusses social business pioneers and how to succeed in a world disrupted by the internet. It covers topics like democracy and empowerment in organizations, conscious leadership, organizational openness, adapting to rapid change, integrating technology into business models, and cultivating a culture of innovation. The overall message is that businesses need to embrace openness, empowerment, and technological innovation in order to thrive in a digital world where customers have high expectations for connected experiences.
The Business Case For Corporate Social NetworksDavid Terrar
The document discusses the business case for corporate social networks and enterprise 2.0 solutions. It provides examples of how companies like Cisco, Nokia, Intel, and TransUnion have successfully implemented social networking tools internally. These solutions improved collaboration, knowledge sharing, customer service and led to estimated savings of millions for TransUnion. The document concludes that there are now over a hundred case studies showing benefits to large and small businesses that have adopted an enterprise 2.0 approach.
The document discusses how immersive technologies like games, virtual worlds and social networks are influencing e-learning trends worldwide. It explores how these technologies are disruptive by empowering users, known as "prosumers", to both consume and produce knowledge. Serious games in particular make learning attractive, accessible and affordable. Peer-to-peer learning through social networks and virtual collaboration tools are also changing the role of teachers. Immersive technologies are increasing the use of serious games, peer learning, virtual spaces and blended assessment approaches.
Leading into the Third Industrial RevolutionRobin Teigland
This document discusses emerging trends in technology, business, and society that are driving changes in how value is created and knowledge is shared. These trends include the rise of mobile access, cloud computing, big data, 3D printing, cryptocurrencies like Bitcoin, crowdfunding, and sharing platforms. Existing institutions and organizations face challenges in keeping up with the pace of change enabled by new technologies and more collaborative/open models of innovation. Questions are raised about how assumptions around value creation and money may need to change in the future.
The document summarizes the proceedings of the E-Leaders Conference 2014 held in Milan. Over the three day conference, speakers from Asia, Europe and the Americas shared theories and practices of management to train future leaders. Presentations focused on developing soft skills for problem solving and cooperation in small and medium enterprises. The next steps will be to simplify the content and make it more attractive to SMEs through cultural exchange of innovative ideas.
How to Build Digital Culture in Your OrganisationFilip Baranski
A few useful tips how to deal with transition to digital marketing in big organisations. Pure but often forgotten basics for digital wannabies. Embrace three, key factors and brace yourself!
Leveraging Networks Teigland Aug 2011 GEM64Robin Teigland
The document discusses how organizations must change their approach to keep up with rapid external changes by becoming more open and leveraging networks. It highlights how an open, co-created business model that encourages knowledge sharing internally and externally can help organizations adapt and thrive in a shifting environment defined by increased connectivity and collaboration.
The Virtual Future of Business Administration PhD EducationRobin Teigland
My keynote presentation at European Doctoral Programmes Association in Management and Business Administration (EDAMBA) Annual Meeting and General Assembly 2012 in Uppsala, Sweden in Sept 2012: http://www.edamba.eu/r/default.asp?iId=HEJFI
My lecture at the Nobel Breakfast at Nobel Museum in Stockholm on Intrapreneurship http://www.anpdm.com/newsletterweb/44405E4B7641445F4171424059/4240504A7647435B477448405E4A71
The document discusses how the rate of change outside organizations is accelerating and the impacts this is having. It notes that the average lifespan of S&P 500 companies has dropped from 67 to 15 years, and 40% of Fortune 500 companies were replaced from 2000 to 2010. Open innovation, crowdsourcing, peer production and knowledge networks are seen as ways for organizations and individuals to keep up with this increasing pace of change.
LinkedIn Stockholm Economic Graph April 2016Robin Teigland
This document provides an overview and analysis of LinkedIn's professional network and "Economic Graph" which maps the global economy. It details LinkedIn's large membership of over 400 million professionals worldwide and vision to create economic opportunities. The analysis then summarizes LinkedIn's presence in Sweden, Stockholm specifically, outlining key metrics on members, companies, jobs, skills, schools and knowledge in the region.
Presentation of the Nordic Virtual Worlds Research Project (www.nordicworlds.net) for the KIN Research Group at Vrije Universiteit in Amsterdam in February 2011.
Deloitte & government: Innovation Transfer Project, what is it like to work a...Bryony Cole
Social media strategy and workplace innovations observed at Deloitte digital that could be applied in a government context. Part of the Innovation Transfer Project which aims to depend understanding of how other organisations operate, skills share and cross-fertlise ideas between private and government.
Canadian conferences is a document discussing two online conferences in Canada:
- mesh is Canada's leading online conference exploring how the internet is changing life. It has four streams and is designed to be interactive. It was founded in 2005 and is known as a world-class conference. Regular admission is $639.
- interlink is an international web design conference that welcomes various online professionals. It allows attendees to meet others in the industry and get inspired through talks and interactive workshops. It takes place at Capilano University in North Vancouver.
The document is a presentation on internet culture and social media by Martin Sønderlev Christensen. It discusses how internet culture has evolved from being separate from real world culture to now being culture with the rise of social media. It notes that social media is no longer optional for organizations and they must adapt to the new cultural paradigm shaped by social technologies and user participation. It emphasizes that organizations should focus not just on social media but on learning from the principles of openness and collaboration that drive social media.
Succeeding in a disrupted world by Will McInneswill mcinnes
This document discusses social business pioneers and how to succeed in a world disrupted by the internet. It covers topics like democracy and empowerment in organizations, conscious leadership, organizational openness, adapting to rapid change, integrating technology into business models, and cultivating a culture of innovation. The overall message is that businesses need to embrace openness, empowerment, and technological innovation in order to thrive in a digital world where customers have high expectations for connected experiences.
The Business Case For Corporate Social NetworksDavid Terrar
The document discusses the business case for corporate social networks and enterprise 2.0 solutions. It provides examples of how companies like Cisco, Nokia, Intel, and TransUnion have successfully implemented social networking tools internally. These solutions improved collaboration, knowledge sharing, customer service and led to estimated savings of millions for TransUnion. The document concludes that there are now over a hundred case studies showing benefits to large and small businesses that have adopted an enterprise 2.0 approach.
The document discusses how immersive technologies like games, virtual worlds and social networks are influencing e-learning trends worldwide. It explores how these technologies are disruptive by empowering users, known as "prosumers", to both consume and produce knowledge. Serious games in particular make learning attractive, accessible and affordable. Peer-to-peer learning through social networks and virtual collaboration tools are also changing the role of teachers. Immersive technologies are increasing the use of serious games, peer learning, virtual spaces and blended assessment approaches.
Leading into the Third Industrial RevolutionRobin Teigland
This document discusses emerging trends in technology, business, and society that are driving changes in how value is created and knowledge is shared. These trends include the rise of mobile access, cloud computing, big data, 3D printing, cryptocurrencies like Bitcoin, crowdfunding, and sharing platforms. Existing institutions and organizations face challenges in keeping up with the pace of change enabled by new technologies and more collaborative/open models of innovation. Questions are raised about how assumptions around value creation and money may need to change in the future.
The document summarizes the proceedings of the E-Leaders Conference 2014 held in Milan. Over the three day conference, speakers from Asia, Europe and the Americas shared theories and practices of management to train future leaders. Presentations focused on developing soft skills for problem solving and cooperation in small and medium enterprises. The next steps will be to simplify the content and make it more attractive to SMEs through cultural exchange of innovative ideas.
How to Build Digital Culture in Your OrganisationFilip Baranski
A few useful tips how to deal with transition to digital marketing in big organisations. Pure but often forgotten basics for digital wannabies. Embrace three, key factors and brace yourself!
Leveraging Networks Teigland Aug 2011 GEM64Robin Teigland
The document discusses how organizations must change their approach to keep up with rapid external changes by becoming more open and leveraging networks. It highlights how an open, co-created business model that encourages knowledge sharing internally and externally can help organizations adapt and thrive in a shifting environment defined by increased connectivity and collaboration.
A presentation that I have made at Ericsson Headquarters and Securitas Headquarters in Stockholm, Sweden on social media, networks, and virtual worlds in November 2009
1) The document discusses how social media and virtual worlds can enable new forms of value creation through knowledge networking and leveraging external resources.
2) It argues that organizations need to open themselves up and encourage the use of social media to strengthen relationships both internally and externally in order to gain competitive advantages like innovation and brand reputation.
3) Emerging trends like digital natives, immersive internet, virtual goods sales, and mobility of labor suggest a potential third industrial revolution is underway that will revolutionize many professions through social and virtual platforms.
1. The document discusses how organizations need to adapt to constant change and the rise of digital technologies by embracing network leadership and leveraging knowledge networks.
2. It highlights how social media and virtual worlds can be used to strengthen relationships, learn, solve problems collaboratively and develop new ideas.
3. The document argues that organizations should shift from hierarchical structures to more dynamic heterarchical networks that allow for distributed collaboration.
The document discusses how organizations are leveraging networks and social media to adapt to changes in the workforce and promote innovation. Younger employees are more comfortable collaborating virtually and value learning informally. Companies are using virtual worlds to facilitate global collaboration, cultural skills, creativity, and talent recruitment. Network leadership involves inspiring others by demonstrating possibilities and empowering knowledge sharing across boundaries.
Leveraging social networks and social media for improved performanceRobin Teigland
1. The document discusses how rapidly increasing knowledge and social media are affecting organizations and how human capacity cannot keep up with the growth of information.
2. It argues that organizations need to leverage social media and networks to innovate, attract talent, build their reputation and brand, and gain competitive advantage.
3. Examples are provided of how companies are using social media internally to improve collaboration and externally to engage customers and partners to create value.
Third Industrial Revolution? Creating value beyond the firm's boundariesRobin Teigland
My presentation at the Network for Organizational Researcher in Norway (http://neonnet.no/Neondagen/index.html) in November 2009 as well as for Ånge County in Sweden March 2010
The document discusses how the rate of change outside organizations is accelerating and the importance of organizations keeping pace. It notes that in recent decades, the average lifespan of S&P 500 companies has dropped from 67 years in the 1920s to just 15 years currently. Other trends highlighted include the growth of social media, big data, crowdsourcing, and new forms of online collaboration and financing. Virtual worlds and 3D printing are presented as emerging technologies that could further transform how products are developed and businesses are structured in the future.
The document discusses how organizations can leverage networks and social media to improve performance. It notes that knowledge is growing rapidly and organizations need to change internally at the same or greater rate to keep up. It recommends that organizations develop internal and external networks, leverage social media, cultivate an open knowledge sharing culture, and develop employees' network leadership skills to innovate, attract talent, and adapt to changing conditions.
My presentation from the Reglab 2010 ThinkTank Workshop in Stockholm in November 2010, http://www.reglab.se/reglab/braingain-reglabs-forsta-framsynsseminarium
Creating Value Beyond the Firm's Boundaries: Networks, Social Media, and Virt...Robin Teigland
A presentation on networks, social media, and virtual worlds I made for a group of Swedish journalists as well as the Swedish Public Relations Association (Sveriges Informationsförening) in April 2010.
Leveraging Networks And Social Media TeiglandRobin Teigland
Presentation on networks and social media made for a group of international managers attending the International Management Program at IFL (www.ifl.se) in May 2009.
Creating Value through Social Media_TeiglandRobin Teigland
The document discusses how social media can help organizations overcome challenges and leverage external resources to create value. It provides examples of how companies are using social media internally to collaborate, innovate, and engage employees, and externally to build relationships with customers and find solutions. Implementing social media successfully requires addressing challenges like measuring impact and gaining management support.
Presentation from a panel discussion on the business case for HR in the virtual world at a Human Resources seminar in Boston in January 2009. Panelists were from Duke CE, Duke, IBM, and the Stockholm School of Economics. Please note that part of the panel discussion included a tour to various places in SL.
Similar to Exploring value creation across the firm's boundaries (20)
Leading in a Digital World_MCS_Overview.pptxRobin Teigland
Presentation made for Ocean Data Factory Sweden webinar series on our next innovation cycle - "Filling Coastal Data Gaps - Let's Do it Ourselves!". Collaboration with Chalmers, SMHI, Mooringo, Ocean Tech Hub Lda on a marine citizen science low-code, low-cost sensor live case for 2nd year Industrial Economics MSc students Chalmers University of Technology Spring 2023.
Network Leadership for a Sustainable FutureRobin Teigland
Updated presentation of my research into networked leadership for a sustainable future - including our work with Peniche Ocean Watch (www.penicheoceanwatch.com)
This document discusses network leadership in an uncertain world. It begins by outlining myths about networks and emphasizes that networks can be strategically developed. It then discusses exploring networks within organizations and avoiding "echo chambers". The document presents several scenarios for the future, including high and low technology convergence. It emphasizes the need for leaders to practice scenario thinking, challenge assumptions, experiment, and ensure access to diverse resources through networks. The overall message is that network leadership requires building relationships across networks, looking for signals from the periphery, and co-creating in an environment of uncertainty.
Teigland Exploring Future Value Creation for a Sustainable WorldRobin Teigland
This document discusses building an innovation ecosystem around ocean sustainability in Peniche, Portugal. It proposes creating an Ocean Tech Hub to empower coastal communities and be a flagship for ocean innovation and circular economy. The hub would leverage emerging technologies like AI, robotics, and blockchain to pursue opportunities in recycling ocean waste, recovering ocean litter, and sustainable entrepreneurship. It outlines initial partnerships and pilot projects, including using drones to map ocean litter and extend an existing fishing data service to collect plastic waste. The goal is to increase competitiveness of small fishing businesses while greening operations and benefitting the local ecosystem through access to new markets, capabilities, and serendipitous innovation through collaboration.
New Industrial Revolution for Bestseller 2020Robin Teigland
This document discusses the future of value creation in the context of a new industrial revolution driven by emerging technologies and socioeconomic trends. It outlines how a combination of people, technology, finance, and open source approaches are converging in ways that are shifting market logics towards platforms and decentralization. Specific technologies mentioned include AI/ML, IoT, blockchain, 3D printing, and virtual/augmented reality. The document argues this shift is transforming economic activity from centralized organizations to decentralized, self-organizing models and networks. It presents examples of how these forces could enable new opportunities for local and circular economies focused on sustainability. Overall, the document provides a high-level view of trends driving changes in how value will be created in
Live Teaching Case: The Gothenburg Smart City ChallengeRobin Teigland
Describes a live case used in the third year of the Industrial Economics program at Chalmers University of Technology in Gothenburg, Sweden. The focus is on Smart Cities, open data, and digital innovation.
O Mar das Oportunidades Peniche Patrimonium nov2019Robin Teigland
O documento discute as oportunidades da digitalização e explora como Peniche, Portugal, pode se tornar um centro de inovação azul circular aproveitando seus recursos oceânicos e comunitários existentes. O projeto Peniche Ocean Watch visa reduzir o lixo oceânico, aumentar a sustentabilidade da pesca local e criar novas oportunidades de negócios usando tecnologias como drones, blockchain e impressão 3D.
New Industrial Revotution and Digital Transformation of SocietyRobin Teigland
This document discusses the next industrial revolution driven by digital technologies. It notes that people are increasingly mobile, working remotely, and learning online. Emerging technologies include AI, IoT, autonomous vehicles, and 3D printing. Finance is also transforming with cryptocurrencies and peer-to-peer lending. The convergence of these digital forces will disrupt existing industries and business models. Scenarios for 2035 imagine different outcomes depending on technological and societal trajectories. Overall, the document argues that digital disruption has only begun and will further transform economic activity, organizations, and society over the coming decades.
This document summarizes a presentation on strategic insights for boards. It discusses trends in technology, people, and finance that are disrupting businesses. It notes that while digital disruption has impacted over half of Fortune 500 companies, leadership is still lagging behind. The presentation recommends that boards practice continuous learning, collaborate with startups and academics, and use scenario planning to explore uncertain futures. It provides an example of four scenarios for the year 2035 under different assumptions about technology convergence and geopolitical stability. The presentation emphasizes that boards must look beyond the near-term and their existing networks to gain insights about potential futures.
Styrelseakademi Strategic insights for boardsRobin Teigland
The document summarizes a discussion at the Styrelseakademien (Board Academy) in Stockholm on October 21, 2019 about ensuring boards have sufficient insight into changing external environments. It notes that boards should focus on environmental scanning, innovation engagement for strategy formulation, and adapting direction based on resources. Presenters discussed tools for boards to gain insights, such as collaborating with startups and academics, and using networks and digital tools. Four scenarios for 2035 were presented to illustrate how boards can think about different potential futures. The discussion emphasized that boards need to avoid insular networks and practice scenario thinking to consider uncertainties.
Keynote Chalmers Transportation in Age of DigitalizationRobin Teigland
keynote speech at Chalmers Conference in Sept 2019, https://www.chalmers.se/en/areas-of-advance/Transport/calendar/initiative-seminar-2019/Pages/default.aspx
This document discusses the future of higher education in an era of disruption. It explores four scenarios for higher education in 2030: 1) governments champion a few mega-universities, 2) universities collaborate in networks offering online courses, 3) universities become financially independent and collaborate with industry, and 4) a range of private online providers capture the market offering micro-certificates. The document advocates developing open online courses in ocean data and innovation to encourage global collaboration for a sustainable future.
The document discusses the potential impacts of emerging technologies like AI, blockchain, and 3D printing on business models and the economy. It envisions a future with a decentralized "gig economy" where online learning and sharing rather than ownership are common. New platforms and business models like Uber and Airbnb that leverage these technologies have seen explosive growth compared to traditional firms. The future may see more localized economies and self-sufficient communities powered by distributed technologies like microgrids and circular supply chains utilizing recycled materials. Boundary spanners who build diverse networks and challenge assumptions will be key to success in this changing environment.
The document summarizes an initiative called Ocean Data Factory (ODF) which aims to establish Sweden as a leader in sustainable ocean innovation through the use of artificial intelligence, machine learning, and ocean data. ODF will create an open data platform and infrastructure to make ocean data and tools accessible to researchers, industry, and the public. It introduces the coordinators and partners involved in ODF and outlines the need for such an initiative given increasing interest in the ocean economy and the large amounts of unexplored ocean data.
Ocean Data Factory - Application for FundingRobin Teigland
The document describes an Ocean Data Factory (ODF) initiative in Sweden. It provides backgrounds on the need for an ocean data lab in Sweden given increasing global interest in oceans. It introduces the ODF consortium members and directors. It outlines the ODF vision to enable Sweden to be a global leader in sustainable digital blue economy innovation. It describes initial work plans focusing on environmental monitoring and numerical forecasting. It also discusses opportunities for open data sources, citizen science, and using open source tools to maximize access and reuse of ocean data.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Call8328958814 satta matka Kalyan result satta guessing➑➌➋➑➒➎➑➑➊➍
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Exploring value creation across the firm's boundaries
1.
2. "...when the rate of change outside an organization is greater than the change inside, the end is near...." Jack Welch…
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.
5. Human capacity cannot keep up… Growth Time Information and knowledge Human absorptive capacity Adapted from Cohen & Levinthal 1989
6.
7. Uncovering networks in an organization Teigland et al. 2005 Formal organization Informal organization
8. The wisdom of the networked crowd Closed Expensive Complex Accurate Open Inexpensive Simple Close enough Hinton 2007 Accurate
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.
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. “ u r always on….” Adapted from FredCavazza.net SoLoMo
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. The backbone of eZ Systems is social media - throughout the value chain
30. eZ provides platforms for interaction throughout its ecosystem eZ Software development team
31.
32. But how to balance needs of community with needs of firm in value co-creation model? DiGangi et al 2010
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
38. From the mobility of goods to the mobility of financial capital to … ...the “mobility” of labor? Teigland 2010
39. How do you stay in command …… while letting go of control?
40.
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…
Editor's Notes
Networks find everywhere… From Fas.research at www.fas.at Where do we find networks? physics, chemistry, biology : network laws of physics, animal food chains, metabolic networks of cells, neural networks of brain… technology, information technology : phone networks, information networks, railway networks… communication, sociology : communication networks, social networks, relationship networks… mathematics : network theory, graph theory… management, economics : networked enterprise, network strategy, supplier network… It ’ s a small (but complex) world… Better understanding of networks helps us in the modern world, as more complex phenomena demand faster reactivity (and preferably proactivity) every day Networks are everywhere – organizations are networks as well Every one of us is a part of a global network that connects all people
RT: One of the major results of the internet is that the growth of information and knowledge now exceeds human capacity to absorb this..and while research shows that the part of our brain that deals with processing signals from the environment has indeed grown and is now larger in the younger generation, we are still unable to keep up. So how do we handle this? (Next slide) Cohen, WM och Levinthal, D A, Absorptive Capacity: A new Perspective on Learning and Innovation, Working paper, Carnegie Mellon University and University of Pennsylvania, October 1989
RT: Here is a quotation from Pierre Levy, a researcher who studies collective intelligence, or …. He says, ”No one knows……”, but I have adapted this to be that “all knowledge resides in networks”. What good is knowledge if you cannot access it? Knowledge is created and transferred through networks. How many of you have heard of six degrees of separation? (raise hands)…this means that we are collected to all other human beings on the face of the planet through six links, where a link is from me to person x in audience. Thus, each of us actually has access to all knowledge and resources that exist. (Next slide) mobile phone, internet, here could have farmer in Asia, President Obama, Zlatan, http://www.youtube.com/watch?v=MbX_I2fuqJk&feature=PlayList&p=079F3CFE9701D083&index=0 Pierre Lévy, Collective Intelligence: Mankind's Emerging World in Cyberspace , 1997 My example of how this presentation was made. Asked a question on Socnet and received many good answers with people ’s presentations and links to interesting sources
Large majority of work done through informal networks, some even say approx 80%.
Ency picture from www.versandantiquariat-schmitz.de/Lexika-Brit... http://s3.amazonaws.com/ppt-download/architectures-for-conversation-ii-what-communities-of-practice-can-mean-for-information-architecture-5733.pdf An essential difference between britannica and wikipedia is >>britannica is a one-way medium, handed down from authorities, >> While wikipedia is conversational. It fulfills more of what human beings want in their daily life. That ’s not to say that wikipedia is better than britannica, or that the old way is evil or irrelevant. It ’s just to say that technology has tapped into a latent need people have to be part of conversations.
I always like to put things into perspective. I think that what is interesting and relevant here is that several economic historians had actually predicted the crisis that we are experiencing now. I don ’t have time to go into all the details, but what we are seeing is a pattern repeating itself. As in the late 18 th and 19 th Centuries there was a technological innovation that led to a period first of transformation as the innovation began to be diffused, then a period of rationalization leading to an imbalance, and then to a financial crisis coming around 40 years after the innovation. However, in the past, these financial crises have then led to periods of great economic development – industrial revolutions, in which industry profitability has been restored through a redistribution of the value-added between capital and labor. But more importantly, these crises filtered out those organizations that could not adapt and change to stay competitive in the new industrial environment. And one of the most important things that is of interest for today ’s discussion is that in one of the factors facilitating these new phases of economic growth following the crisis has been that a generation of people that had never experienced life without the innovation starts to enter the workforce – thus they are not restricted by old ways of thinking. experiencing now some economic historians claim to be due to the innovation of the microprocessor and microelectronics in the 1970s. Similar to what we experienced with the innovation of the steam engine in the late 18 th C and the internal combustion engine and electric motor in the late 19 th C, there was a subsequent crisis about due to various forces converging. We saw that as these basic innovations were diffused, people stopped investing in the existing industrial structure and instead focused on investing in a new generation of competitive machinery, which then led to an industrial revolution in both cases as the innovations became embedded in society. At the same time, the crisis served to release the negative pressure that had been built up as well as to restore industry profitability through the redistribution of value-added between capital and labor. Other notes Notes from article - Schön, L, Economic Crises and Restructuring in History A crisis is connected with changes in the long term or structural conditions built up during a rather long period of time and effects behavior for a long time to come Transformation – changes in industrial structure – resources are reallocated between industries and diffusion of basic innovations with industry that provides new bases for such reallocation Rationalization – concentration of resources to most productive units within the branches and measures to increase efficiency in different lines of production Shifts between transformation and rationalization have occurred with considerable regularity in structural cycle of 40 years – 25 years on transformation, and 15 years on rationalization. Crises been part of this cycle as well International crisis in 1840s – How go from crisis to expansion quickly – went quite rapidly in 1930s for Sweden – but Sweden in opposite corner in 1970s 1850s – upswing of industrial and infrastructural investments was linked to breakthrough of mechanized factories in Sweden, modernization of steel processes and construction of railways 1930s and more marked after WWII late 1940s - expansion of electrification and diffusion of automobiles, processing of electrosteel to small motors in handicraft and household – combination with motorcar – new styles in living and consumption Waves of investments around development of an infrastructure from basic innovation of preceding cycle mid 1970s – microprocessor – knowledge and information in production of goods and services It is not the basic innovation itself – but the diffusion of the innovation that counts! When invented, then expensive to implement, have a narrow range of application – Following generalization – A structural crisis (that has been preceded by an early development of basic innovations) has put an end to old directions of investments mainly in rationalization of existing industrial structure and given rise to investments in ne and devt of new tech that after one decade (the length of the classical Juglar cycle of machinery investments) has created a new generation of economically competitive machinery Reallocation of labor occurs approx 15-30 years after the structural crisis Development of markets – distribution of value added between capital and labour is one mirror of these changes Diffusion of innovations leads to expansion of markets and arrival of new competitors – Structural crises – release negative pressure and restored profitability in industry – get rid of those who not competitive
What do these younger people expect? Many people 50 years – high dedication – Mindset – continues to be huge effort to get people to change - http://www.youtube.com/watch?v=MbX_I2fuqJk&feature=PlayList&p=079F3CFE9701D083&index=0 http://www.youtube.com/watch?v=fOfUR1d9Lsw&feature=related Speaker notes: And that is exactly what we are seeing now. Here on this chart you can see the distribution of the population (US figures). On the right of the red line are the “digital immigrants” or those who did not grow up with digital technology such as the computer and the internet, while on the left of the red line we see the “digital natives” or those who have grown up with the internet always there. I would just like to say that I am not wild about this categorization, especially since I belong to the baby boomers but I see myself more of a digital native – I used to visit the university computer center with my father in the early 1970s, but I think that it works as a generalization to help explain the changes we are seeing. The interesting thing is that this new generation of workers is huge and is even larger than the babyboomers and in fact in the US, 56 mln are old enough to be employees with 7 million already managers. Those that are 38 and younger are the gamers and those that are 28 years and younger are the net-generation and we now have a new generation that is entering the workforce that has grown up with mobile phones. These generations have a different outlook on work, learning, and play. On the right hand side, we have individuals with a high degree of company loyalty and in which there was a clear line between work and one ’s personal or social life and play was something to be done only in one’s free time. However, in these new generations we have individuals who are more loyal to their peers and their professions – choosing to mix their working life with their personal life while also not seeing such a clear line between work and play. And anyway, who ever said that we cannot combine work and play? (Next slide) danah boyd: Unlike adults, who are relearning how to behave in public because of networked technologies, teens are simply learning how to behave in public with networked publics in mind. Other notes The new generation is huge - 90 million people in USA alone Larger than baby boomers 81% of US business population ≤ age 34 are gamers 56 million old enough to be employees 7 million already managers CNRS – isabelle berrebi Points: we are looking at a wave of Digital Natives that are already in our workforce. That design of learning will in large part be for some portion of these 90 million americans, not to mention the internationals. 38 years old and younger – they are the gamers. 28 years old and younger – these are the net-generation, having grown up with the internet always being there. These are people for whom the technology has always been available to provide them with engaging experiences, connections beyond the realm of their home towns to people and information that otherwise would never have been available or accessible.
While we have always had networks, what has changed dramatically is that now with social media we have the ability to easily and quickly reach out to individuals across the globe whom we have never met before. And another significant change is that previously while we had one to one two-way communication, this did not enable group communication, and while we also had one to many communication, this did not enable two way communication, but now with social media we can have many to many conversations. So for me the definition of social media are online communication channels that enable many to many interactions and conversations. And as no surprise the most active users of social media are younger people, those who have become skilled at using computers and the internet for all kinds of purposes – to build relationships, find information and knowledge, solve problems, and learn. An extensive study that was just completed by one of the gurus in this area, danah boyd, found that the digital world really is changing the way that young adults and youths socialize and learn. These younger generations are using these new media to explore their own interests and experiment with self-expression – while at the same time they are developing both technical skills and a new form of social skills – solving complex problems online in virtual teams. As a result, these individuals are not only used to but expect more freedom and autonomy in their problem-solving activities at work enable communication & collaboration … through user-generated content …. from one-to-one to many-to-many people … - across all boundaries (Next slide) Other notes http://www.youtube.com/watch?v=MbX_I2fuqJk creating new opportunities for youth to grapple with social norms, explore interests, develop technical skills, and experiment with new forms of self-expression. These activities have captured teens' attention because they provide avenues for extending social worlds, self-directed learning, and independence. Extending friendships online while some developing shared interest communities. Change way that youth socialize and learn - Youth engage in peer-based, self-directed learning online. – Youth respect one another's authority online, and they are often more motivated to learn from peers than from adults. Their efforts are also largely self-directed, and the outcome emerges through exploration, in contrast to classroom learning that is oriented by set, predefined goals. Increased degree of freedom and autonomy Not just receivers of knowledge but creators of knowledge as well danah boyd study We are happy to announce the online release of the findings from our three-year Digital Youth project (http://digitalyouth.ischool.berkeley.edu ). All of the researchers who have worked on this project will be writing up individual publications, but this report represents a synthesis of the findings across the 22 different case studies. It has been over three years in the making, and is the result of a truly collaborative effort with 28 researchers and research collaborators. This project is part of the MacArthur Foundation Digital Media and Learning initiative. http://digitallearning.macfound.org. You can find all the details in the documents linked below, and a summary of our report below. Two-page summary of report: http://digitalyouth.ischool.berkeley.edu/files/report/digitalyouth-TwoPageSummary.pdf White paper: http://digitalyouth.ischool.berkeley.edu/files/report/digitalyouth-WhitePaper.pdf Full report: http://digitalyouth.ischool.berkeley.edu/report Press release and video: http://digitallearning.macfound.org/ethnography -------- RESEARCH SUMMARY Over three years, Mimi Ito and her 28-person research team interviewed over 800 youth and young adults and conducted over 5000 hours of online observations as part of the most extensive U.S. study of youth media use to date. They found that social network sites, online games, video-sharing sites, and gadgets such as iPods and mobile phones are now fixtures of youth culture. The research finds today's youth may be coming of age and struggling for autonomy and identity amid new worlds for communication, friendship, play, and self-expression. Many adults worry that children are wasting time online, texting, or playing video games. The researchers explain why youth find these activities compelling and important. The digital world is creating new opportunities for youth to grapple with social norms, explore interests, develop technical skills, and experiment with new forms of self-expression. These activities have captured teens' attention because they provide avenues for extending social worlds, self-directed learning, and independence. MAJOR FINDINGS - Youth use online media to extend friendships and interests. - Most youth use online networks to extend the friendships that they navigate in the familiar contexts of school, religious organizations, sports, and other local activities. They can be always "on," in constant contact with their friends through private communications like instant messaging or mobile phones, as well as in public ways through social network sites such as MySpace and Facebook. With these "friendship-driven" practices, youth are almost always associating with people they already know in their offline lives. The majority of youth use new media to "hang out" and extend existing friendships in these ways. A smaller number of youth also use the online world to explore interests and find information that goes beyond what they have access to at school or in their local community. Online groups enable youth to connect to peers who share specialized and niche interests of various kinds, whether that is online gaming, creative writing, video editing, or other artistic endeavors. In these interest-driven networks, youth may find new peers outside the boundaries of their local community. They can also find opportunities to publicize and distribute their work to online audiences, and to gain new forms of Visibility and reputation. - Youth engage in peer-based, self-directed learning online. - In both friendship-driven and interest-driven online activity, youth create and navigate new forms of expression and rules for social behavior. By exploring new interests, tinkering, and "messing around" with new forms of media, they acquire various forms of technical and media literacy. Through trial and error, youth add new media skills to their repertoire, such as how to create a video or game, or customize their MySpace page. Teens then share their creations and receive feedback from others online. By its immediacy and breadth of information, the digital world lowers barriers to self-directed learning. Some youth "geek out" and dive into a topic or talent. Contrary to popular images, geeking out is highly social and engaged, although usually not driven primarily by local friendships. Youth turn instead to specialized knowledge groups of both teens and adults from around the country or world, with the goal of improving their craft and gaining reputation among expert peers. While adults participate, they are not automatically the resident experts by virtue of their age. Geeking out in many respects erases the traditional markers of status and authority. New media allow for a degree of freedom and autonomy for youth that is less apparent in a classroom setting. Youth respect one another's authority online, and they are often more motivated to learn from peers than from adults. Their efforts are also largely self-directed, and the outcome emerges through exploration, in contrast to classroom learning that is oriented by set, predefined goals. IMPLICATIONS New media forms have altered how youth socialize and learn, and raise a new set of issues that educators, parents, and policymakers should consider. -Adults should facilitate young people's engagement with digital media. Contrary to adult perceptions, while hanging out online, youth are picking up basic social and technical skills they need to fully participate in contemporary society. Erecting barriers to participation deprives teens of access to these forms of learning. Participation in the digital age means more than being able to access serious online information and culture. Youth could benefit from educators being more open to forms of experimentation and social exploration that are generally not characteristic of educational institutions. Because of the diversity of digital media, it is problematic to develop a standardized set of benchmarks against which to measure young people's technical and new media literacy. Friendship-driven and interest-driven online participation have very different kinds of social connotations. For example, whereas friendship-driven activities centers upon peer culture, adult participation is more welcomed in the latter more "geeky" forms of learning. In addition, the content, behavior, and skills that youth value are highly variable depending on what kinds of social groups they associate with. In interest-driven participation, adults have an important role to play. Youth using new media often learn from their peers, not teachers or adults. Yet adults can still have tremendous influence in setting learning goals, particularly on the interest-driven side where adult hobbyists function as role models and more experienced peers. To stay relevant in the 21st century, education institutions need to keep pace with the rapid changes introduced by digital media. Youths' participation in this networked world suggests new ways of thinking about the role of education. What, the authors ask, would it mean to really exploit the potential of the learning opportunities available through online resources and networks? What would it mean to reach beyond traditional education and civic institutions and enlist the help of others in young people's learning? Rather than assuming that education is primarily about preparing for jobs and careers, they question what it would mean to think of it as a process guiding youths' participation in public life more generally.
Leveraging external resources to find solutions and solve unsolved problems GoldCorp ... a mining company, 50 years old. Geologists couldn't tell him where the gold was. The CEO was ready to shut down the company. Heard about Linux ... and embraced the principles. Took his geological data, published it on the Internet, and held a contest on the Internet called the "GoldCorp Challenge". Offered $500K for those who could find the gold. Found $3.4 billion of gold. Value jumped from $90 million to $10 billion. Wikipedia…The Canadian gold mining group Goldcorp made 400 megabytes of geological survey data on its Red Lake, Ontario property available to the public over the internet. They offered a $575,000 prize to anyone who could analyse the data and suggest places where gold could be found. The company claims that the contest produced 110 targets, over 80% of which proved productive; yielding 8 million ounces of gold, worth more than $3 billion.
RT: presents Threadless, http://www.nickburcher.com/2009/05/threadless-twitter-tees-another-example.html 1,530,000 followers on Twitter The whole business model for Threadless is based on an implicit understanding of how the social web works and gives a great demonstration of how communities can be built and harnessed across an organisation. Identifying online enthusiasts and passion groups and then using social platforms to bring them into the core of a business would appear to be a more powerful way of utilising social opportunities than just running ads on Facebook - but it requires a good deal more commitment. The media aspect of social offers some exciting opportunities for brands, but the potential of the social web can be significantly greater if the power of community is fully realised. In summary, there has to be purpose behind why you use social media. Largest challenge is about changing the mindset though – where create value? Use of social media considerably larger in smaller companies: Inc 100 vs Fortune 100. In these smaller companies, social media being used as a leadership tool as well. Let ’s hear from some of you now on your thoughts about social media. (Next Slide)
http://ez.no/company/news/ez_systems_wins_the_red_herring_global_100 Selected as a Red Herring 100 winner is a mark of distinction and high honor. Only 200 companies are chosen as finalists out of a pool of thousands. Of those finalists Red Herring selected 100 companies as winners. To decide on these companies the Red Herring editorial team diligently surveys entrepreneurship around the globe. Technology industry executives, investors, and observers regard the Red Herring 100 lists as invaluable instruments to discover and advocate the promising startups that will lead the next wave of disruption and innovation. Past award winners include Google, Yahoo!, Skype, Netscape, Salesforce.com, and YouTube.
Speaker notes As a result, we are seeing significant pressure being put on traditional forms of organizing. On the left is what we are used to thinking about when we speak about organizations. A formal organization - a hierarchy in which information and knowledge goes up and down through the formal lines of an organization. Work tasks are broken down and coordinated through formal processes. However, research has shown that the large majority of work is actually done through informal networks – some say even 80% in knowledge-intensive organizations which is what we see on the right hand side. Here we have mapped the informal or social organization within one organization we were researching - how many of you have seen one of these sociograms or network diagrams before? This is what my research focuses on – investigating knowledge flows through social networks. In this diagram you can see the dots or nodes are individuals and the lines are the knowledge flows between these individuals. And this is becoming of increasing importance to understand and leverage these informal or social networks as the digital natives continue to enter the workforce – bringing with them their way of solving problems, organizing and learning. (Next slide) Screen shots: revolving social media sites and pictures of digital natives Other notes Org on the left is Built around the expert – put the expert in the box But in this new social organization – Large majority of work done through informal networks, some even say approx 80%. Important to understand both these worlds and how relate to one another… Suggests that as much as 90% of information that people take action on comes from people in their own network – Cross dissertation experts are all over the place and you need to find where the expertise lies in the org and how to connect these individuals
http://www.protonmedia.com/ www.qwaq.com VOIP Chatrooms Wikis, blogs Social networking avatars