The document discusses various topics related to virtual collaboration and leadership. It describes a person who is always connected through multiple devices. It compares small gardens that are easy to oversee to larger community gardens that require more consideration of various interlinked factors. It also discusses a rugby team that collaborates through sharing experiences and a spider web network that requires balance between central control and distributed freedom. Finally, it likens virtual teams to a pointillism painting that only forms a clear picture from a distance.

2. ALWAYS VIRTUALLY CONNECTED
“I picture myself having a headset on my head, laptop on my knees, mobile phone on
the side, internal MSN and Skype connected: as we are having a conversation right
now people are asking me questions about other topics through Skype –that’s the
dynamic of being connected all the time.”
© Doujak Corporate Development

3. SMALL GARDEN vs. LARGE COMMUNITY GARDENS
“Working locally: small garden with plants: easy to get an overview and easy to
influence, observe and control.
Working globally: community of houses with gardens. You can define the frame and
direction but it is much more complex and needs many different factors to take into
consideration. The inter-linkage between the gardens is also a very important topic.
Changes are much more difficult to steer and control.”
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4. REMARKABLE RUGBY COLLABORATION
“Rugby team in the UK called the Barbarians – it has been around for 100 years. The
whole team comes from different backgrounds - they are all international, what they
have in common is that the know how to play. They all come together as a team – by
sharing their experience they manage to communicate.”
© Doujak Corporate Development

5. A SPIDER WEB
“It´s like a network, every point is connected through a line and it represents working
together and collaborating. The spider is the headquarter, if the spider becomes too
heavy, the net just tears apart. Need for balance between what the HQ does and how
much freedom it is giving.”
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6. A POINTILLISM PAINTING
“Virtual teams are like a Pointillism painting: only from distance you see how things
work. If you go closer you see the single points, you see a person specialized in risk
management, another in project financing...to achieve the big picture it is essential
that the individuals work together.”
© Doujak Corporate Development

12. Leading in a Virtual World.

14. What is Web 2.0?
Source: http://www.mckinseyquarterly.com/Six_ways_to_make_Web_20_work_2294
© Doujak Corporate Development

15. What is Web 2.0?
• Blogs (short for Web logs) are online journals or diaries hosted on a Web site and often distributed to other sites or readers using RSS
(see below).
• Collective intelligence refers to any system that attempts to tap the expertise of a group rather than an individual to make decisions.
Technologies that contribute to collective intelligence include collaborative publishing and common databases for sharing knowledge.
• Mash-ups are aggregations of content from different online sources to create a new service. An example would be a program that pulls
apartment listings from one site and displays them on a Google map to show where the apartments are located.
• Peer-to-peer networking (sometimes called P2P) is a technique for efficiently sharing files (music, videos, or text) either over the
Internet or within a closed set of users. Unlike the traditional method of storing a file on one machine—which can become a bottleneck
if many people try to access it at once—P2P distributes files across many machines, often those of the users themselves. Some systems
retrieve files by gathering and assembling pieces of them from many machines.
• Podcasts are audio or video recordings—a multimedia form of a blog or other content. They are often distributed through an aggregator,
such as iTunes.
• RSS (Really Simple Syndication) allows people to subscribe to online distributions of news, blogs, podcasts, or other information.
• Social networking refers to systems that allow members of a specific site to learn about other members’ skills, talents, knowledge, or
preferences. Commercial examples include Facebook and LinkedIn. Some companies use these systems internally to help identify
experts.
• Web services are software systems that make it easier for different systems to communicate with one another automatically in order to
pass information or conduct transactions. For example, a retailer and supplier might use Web services to communicate over the Internet
and automatically update each other’s inventory systems.
• Wikis, such as Wikipedia, are systems for collaborative publishing. They allow many authors to contribute to an online document or
discussion.
Source: http://www.mckinseyquarterly.com/Marketing/Digital_Marketing/How_businesses_are_using_Web_20_A_McKinsey_Global_Survey_1913?pagenum=3
© Doujak Corporate Development

16. How are companies using Web 2.0?
Source: http://www.mckinseyquarterly.com/Marketing/Digital_Marketing/How_businesses_are_using_Web_20_A_McKinsey_Global_Survey_1913?pagenum=3
© Doujak Corporate Development

17. What could be the benefits?
• Deloitte: PBworks cuts the report editing process 90%
• Capgemini: PBworks cuts email 90% when coordinating a project with SAP and HP
• Increased collaboration
• Increased coordination
• Better, faster, more effcient
• Organic documenation
• Central knowledge base
Source: http://pbworks.com/content/casestudies-business
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18. What could be the benefits?
“If people are allowed to interact socially at work, they
are likely to engage more fully and for longer than
those who are not allowed to.”
“Online networks could potentially be a more powerful
employee engagement tool and benefit of
employment than traditional employee benefits and
other „top down‟ engagement strategies.”
Source: London Business School
© Doujak Corporate Development

20. A definition
Leadership 2.0 is about...
• applying Web 2.0 to lead
• applying Web 2.0 to improve internal
working practises, increase productivity
and collaboration
• „remote“ leadership
• a new leadership style for Generation Y
© Doujak Corporate Development

21. What‘s the difference?
Leadership 1.0 Leadership 2.0
fairly static ↔ embraces change
opaque ↔ demonstrates transparency
delivers monologues ↔ celebrates dialogue
competitive ↔ employs collaboration
hoards resources ↔ practices sharing
aloof and detached ↔ welcomes engagement
rugged individualists ↔ builds community
Source: http://michaelhyatt.com/2009/05/leadership-20.html
© Doujak Corporate Development

22. 2.0 Questions
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23. 1.0
„How can leaders use
Web 2.0 to do what
they do?“
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24. 2.0
„How can we, as
consultants, use Web
2.0 to do what we
do?“
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25. © Doujak Corporate Development

26. “We have been very customer
driven and quite ad hoc. As we
grow we are formalizing the
process, but it is still driven by
inspiration [and] passion from
key stakeholders.”
Source: http://www.mckinseyquarterly.com/Marketing/Digital_Marketing/How_businesses_are_using_Web_20_A_McKinsey_Global_Survey_1913?pagenum=5
© Doujak Corporate Development

27. Creating Effective Virtual Teams
Building Managing
Communication
relationships conflicts
Empowering the Building a
Leadership
team rhythm
Source: CREATING EFFECTIVE VIRTUAL TEAMS by Professor Martha Maznevski, IMD
© Doujak Corporate Development

28. Wie führt und verändert man eine virtuelle Organisation?
• Die absolute Menge an Postings beziehungsweise die Intensität der Postings der
Führungsperson: Will man Einfluss in einer virtuellen Gruppe erzielen, so muss man sich oft
zu Wort melden.
• Kompatibilität der Postings mit dem generellen Diskurs im Forum und den geteilten Werten
der Forumsteilnehmer: Will man in der Gruppe Einfluss gewinnen, so müssen die Beiträge
Resonanz auslösen (gegenwärtige Themen der Gruppe aufgreifen) und geteilte Werte
thematisieren.
• Mehrwert der Postings gegenüber anderen Beiträgen: Um einflussreich zu sein, müssen die
Postings radikaler, klarer oder oder besser formuliert sein als andere Beiträge oder
exklusivere Informationen enthalten.
Source: Leaderless Jihad, Dr. Marc Sageman OE 2/09
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29. © Doujak Corporate Development

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