The document discusses the importance of networks for knowledge sharing and innovation in today's rapidly growing knowledge environment. It provides examples of different types of networks, including individual networks, networks between firms, and networks of organizations. It highlights that an individual's position in a social network influences their opportunities and constraints. It suggests that networks can be strategically developed by changing where people sit, who they interact with, and the communities and networks they belong to. Developing participation in a variety of strong and weak tie networks both inside and outside an organization is recommended.
The document discusses how networks are increasingly important in a world where knowledge is growing rapidly but also becoming outdated quickly. It defines what networks are and how an individual's position within networks can impact their access to resources, power, and performance. It provides advice on developing both strong and weak ties within and outside one's organization to maximize learning and opportunities.
This document discusses understanding and leveraging networks in multinational corporations to achieve high performance. It covers network basics like types of ties and central actors. It explores how networks relate to power and performance, and how leveraging external networks can benefit organizations. It provides examples of companies that successfully use networks, like HP and IBM. It emphasizes developing different types of networks, building relationships before needing them, and addressing challenges of leading global virtual teams.
This document discusses leveraging social networks for improved organizational performance. It provides background on social network analysis and examines networks at both the organizational and personal level.
At the organizational level, it discusses how to uncover and analyze a company's informal networks using organizational network analysis. This can help identify important positions like central connectors, information brokers, and peripheral specialists. It also discusses how network structures like cores and cliques impact performance. Analyzing networks can help improve knowledge sharing and innovation.
At the personal level, it discusses how an individual's network position impacts their opportunities and constraints. It provides advice on developing operational, personal, and strategic networks to enhance career mobility and performance. Tools for analyzing one's own networks like LinkedIn
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 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.
Social capital sustainability Second Life 4 14 09vaxelrod
This document discusses how social capital and networks can enable more sustainable organizations. It provides an overview of key concepts like social networks, organizational networks, and network analysis. Analyzing formal and informal networks can help organizations adapt, understand their social capital, and intentionally shape future relationships. Considering networks and interactions between stakeholders can reveal opportunities to create value and address business challenges through collaboration.
Structural Holes & the Space between the ToolsJenny Ambrozek
The document discusses architecting participation in organizations using social technologies. It argues that as social technologies increase, direct control decreases. It advocates paying attention to "structural holes" and the "space between tools" to create value. Using multiple tools in this way and focusing on networks can help change participation patterns and transform organizations for the 21st century.
This document discusses how open networked organizations can generate knowledge and business value through facilitating interactions and networks. It provides examples of how various organizations have increased productivity, profitability, and effectiveness by applying principles of open networking and knowledge sharing. The document also outlines tools and strategies for mapping organizational networks and stakeholder relationships to address business challenges in a collaborative way.
The document discusses how networks are increasingly important in a world where knowledge is growing rapidly but also becoming outdated quickly. It defines what networks are and how an individual's position within networks can impact their access to resources, power, and performance. It provides advice on developing both strong and weak ties within and outside one's organization to maximize learning and opportunities.
This document discusses understanding and leveraging networks in multinational corporations to achieve high performance. It covers network basics like types of ties and central actors. It explores how networks relate to power and performance, and how leveraging external networks can benefit organizations. It provides examples of companies that successfully use networks, like HP and IBM. It emphasizes developing different types of networks, building relationships before needing them, and addressing challenges of leading global virtual teams.
This document discusses leveraging social networks for improved organizational performance. It provides background on social network analysis and examines networks at both the organizational and personal level.
At the organizational level, it discusses how to uncover and analyze a company's informal networks using organizational network analysis. This can help identify important positions like central connectors, information brokers, and peripheral specialists. It also discusses how network structures like cores and cliques impact performance. Analyzing networks can help improve knowledge sharing and innovation.
At the personal level, it discusses how an individual's network position impacts their opportunities and constraints. It provides advice on developing operational, personal, and strategic networks to enhance career mobility and performance. Tools for analyzing one's own networks like LinkedIn
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 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.
Social capital sustainability Second Life 4 14 09vaxelrod
This document discusses how social capital and networks can enable more sustainable organizations. It provides an overview of key concepts like social networks, organizational networks, and network analysis. Analyzing formal and informal networks can help organizations adapt, understand their social capital, and intentionally shape future relationships. Considering networks and interactions between stakeholders can reveal opportunities to create value and address business challenges through collaboration.
Structural Holes & the Space between the ToolsJenny Ambrozek
The document discusses architecting participation in organizations using social technologies. It argues that as social technologies increase, direct control decreases. It advocates paying attention to "structural holes" and the "space between tools" to create value. Using multiple tools in this way and focusing on networks can help change participation patterns and transform organizations for the 21st century.
This document discusses how open networked organizations can generate knowledge and business value through facilitating interactions and networks. It provides examples of how various organizations have increased productivity, profitability, and effectiveness by applying principles of open networking and knowledge sharing. The document also outlines tools and strategies for mapping organizational networks and stakeholder relationships to address business challenges in a collaborative way.
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
By creating renegade social networks for collaboration we have the capacity to spark fresh innovation, create new economic opportunities and build a framework for positive social change.
Emerging 21st century organizational models abcvaxelrod
Open systems models for collaboration and change which have proven successful in organizations needing to adapt to a volatile, uncertain, complex and ambiguous world.
A high-level overview of social network analysis, providing background on how it came into the knowledge management field. Includes an example and core concepts pertinent to the audience, online community managers.
Yes, I still do KM and KM is not dead. I thought I would share the basic deck that I use in workshops that are part of my KM Assessment and Strategy consulting practice. In addition to interviews, surveys, and inventories, it is important during a KM assessment to educate and engage the organization.
Revision of Previous Show on SNA and Introduction to Tools
The Language of Networks
Introduction to Social Network Analysis/ Cases
Tools for Analyzing social networks, including graphing Facebook, LinkedIn, and Twitter networks
Net work creating and sustaining successful networksPatti Anklam
This document provides an overview of networks and how to create and sustain successful networks. It discusses attributes of networks, tools for network management, and how networks relate to leadership, innovation, and social media. The document examines different types of networks that exist in organizations, communities, ideas, the human body, and the internet. It also discusses examining network structure and managing a network's context. The key aspects of "net work" are creating, examining, and shaping a network's properties as well as stewarding the connections within the network.
Presenter: June Holley, Network Weaver
Topic: Are You A Network Weaver?
Date: Tuesday, August 23rd 11:00-12:00 Noon PDT (2:00-3:00PM EDT)
This interactive session will introduce the term Network Weaver as a way of understanding how leadership is shifting in a networked world. You will have access to a simple checklist so that you can identify your strengths and challenges as a Network Weaver. June will explain four roles -- connector, facilitator, coach and network guardian — filled by Network Weavers and share activities that you can implement with your networks.
The document provides an overview of building and sustaining networks. It discusses key concepts like:
- Understanding networks through their purpose, structure, style, and value properties.
- Examining networks using tools like organizational network analysis and value network analysis to assess relationships and flows of value.
- Designing networks by defining their purpose, structure, style, and value up front.
- Using collaboration tools and social media to facilitate interaction and information sharing within a network.
This document discusses networks and regional development. It describes how networks are sets of relationships that influence communication and collaboration. Smart networks have a core of connected clusters with different perspectives connected to a periphery that brings in new ideas. Case studies show how identifying regional assets like a unique fruit or food can spur tourism and local business if promoted as a regional brand through a collaborative network. Next steps involve exploring ideas in one's interest area and taking small actions like connecting with others to move ideas forward.
Online interaction – possibilities and obstacles when working with young peop...Marita Isaksson
The document discusses online interaction and social media use for youth organizations. It explores the possibilities as well as obstacles when working with young people online. The project aims to identify new ways for organizations to network and gather insights from panel discussions, surveys, and interviews on topics like communication, knowledge sharing, and marketing using social media. While tools like Facebook and Twitter allow for quick communication, building real connections requires face-to-face meetings. Social media is best used as a supplement rather than replacement for in-person interaction.
This document provides an overview of the Digital Business introductory session. It introduces the module themes, demonstrates FlipGrid and the ELE platform, and discusses how digital transformation requires reconfiguring business around social, mobile, analytics and cloud technologies while transforming organizational culture. It also explores the shift from pipes to platforms and how mature internet services are driving digital transformation across industries.
Presentation Given by Patti Anklam at IFAD in Rome 24 July 2009; Overview of Social Network Analysis, Net Work, and Findings from her analysis of the IFAD Asia and Pacific Regional Network, ENRAP
The document discusses plans for the Umpqua Business Center in Douglas County, Oregon. It outlines proposals for the center to include a 5,000 square foot data center with server racks and a 12,500 square foot business incubation center with offices and meeting spaces. The goals are to attract high-tech businesses and entrepreneurs to diversify the local economy and create jobs through access to infrastructure and resources at the center. Community input will help identify additional opportunities and uses for the facility.
The document discusses social networks and their potential application in enterprise settings. It covers concepts like collaboration, knowledge sharing, informal networks and how social networking tools can support knowledge work. It also examines structural innovations in organizations that allow for more self-organization, emergent behaviors and boundaryless interactions through social connections.
This document discusses how communities can be built and strengthened through network weaving. It describes how a regional economic development organization in Appalachian Ohio called ACEnet mapped the social and economic connections in the local food industry to better understand the network. The document outlines that improved connectivity starts with mapping the existing network to understand it, and then iteratively improving connectivity by introducing disconnected groups and facilitating collaboration between nodes. It describes the typical phases a community network goes through, from scattered fragments to a multi-hub small world network. It emphasizes the important role of network weavers in intentionally facilitating new connections to create a more vibrant and resilient community network.
Please contact Noklek Finley or Doug Finley to discuss Naknan's endpoint security solutions. Naknan offers integrated whitelisting, patch management, and other controls to prevent malware execution and enforce compliance. Their solutions audit endpoints, update whitelists automatically during patching, and provide command/control of individual systems. Naknan differentiates itself through automated whitelist maintenance and its ability to schedule commands remotely.
This document summarizes the experience of installing and using Ubuntu Netbook Remix on an Acer Aspire One netbook. Key points include:
1) Ubuntu Netbook Remix is an optimized version of Ubuntu for netbooks, with additional packages like ume-launcher and human-netbook-theme.
2) Installation on the Acer Aspire One took about an hour to replace the existing Linpus Lite operating system.
3) Out of the box, Compiz works well but wifi did not without updated drivers. Sound also had problems without latest ALSA. The slow SSD storage also impacted performance.
Virtual worlds can be used as educational tools in various settings and applications. They have been used in K-12 education, corporate training, and academia/science. When developing virtual worlds for educational purposes, considerations include design, development, standards compliance, and budgeting. Virtual worlds allow for practical applications like virtual science labs and collaborative learning environments. Leading virtual world platforms and tools were discussed.
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
By creating renegade social networks for collaboration we have the capacity to spark fresh innovation, create new economic opportunities and build a framework for positive social change.
Emerging 21st century organizational models abcvaxelrod
Open systems models for collaboration and change which have proven successful in organizations needing to adapt to a volatile, uncertain, complex and ambiguous world.
A high-level overview of social network analysis, providing background on how it came into the knowledge management field. Includes an example and core concepts pertinent to the audience, online community managers.
Yes, I still do KM and KM is not dead. I thought I would share the basic deck that I use in workshops that are part of my KM Assessment and Strategy consulting practice. In addition to interviews, surveys, and inventories, it is important during a KM assessment to educate and engage the organization.
Revision of Previous Show on SNA and Introduction to Tools
The Language of Networks
Introduction to Social Network Analysis/ Cases
Tools for Analyzing social networks, including graphing Facebook, LinkedIn, and Twitter networks
Net work creating and sustaining successful networksPatti Anklam
This document provides an overview of networks and how to create and sustain successful networks. It discusses attributes of networks, tools for network management, and how networks relate to leadership, innovation, and social media. The document examines different types of networks that exist in organizations, communities, ideas, the human body, and the internet. It also discusses examining network structure and managing a network's context. The key aspects of "net work" are creating, examining, and shaping a network's properties as well as stewarding the connections within the network.
Presenter: June Holley, Network Weaver
Topic: Are You A Network Weaver?
Date: Tuesday, August 23rd 11:00-12:00 Noon PDT (2:00-3:00PM EDT)
This interactive session will introduce the term Network Weaver as a way of understanding how leadership is shifting in a networked world. You will have access to a simple checklist so that you can identify your strengths and challenges as a Network Weaver. June will explain four roles -- connector, facilitator, coach and network guardian — filled by Network Weavers and share activities that you can implement with your networks.
The document provides an overview of building and sustaining networks. It discusses key concepts like:
- Understanding networks through their purpose, structure, style, and value properties.
- Examining networks using tools like organizational network analysis and value network analysis to assess relationships and flows of value.
- Designing networks by defining their purpose, structure, style, and value up front.
- Using collaboration tools and social media to facilitate interaction and information sharing within a network.
This document discusses networks and regional development. It describes how networks are sets of relationships that influence communication and collaboration. Smart networks have a core of connected clusters with different perspectives connected to a periphery that brings in new ideas. Case studies show how identifying regional assets like a unique fruit or food can spur tourism and local business if promoted as a regional brand through a collaborative network. Next steps involve exploring ideas in one's interest area and taking small actions like connecting with others to move ideas forward.
Online interaction – possibilities and obstacles when working with young peop...Marita Isaksson
The document discusses online interaction and social media use for youth organizations. It explores the possibilities as well as obstacles when working with young people online. The project aims to identify new ways for organizations to network and gather insights from panel discussions, surveys, and interviews on topics like communication, knowledge sharing, and marketing using social media. While tools like Facebook and Twitter allow for quick communication, building real connections requires face-to-face meetings. Social media is best used as a supplement rather than replacement for in-person interaction.
This document provides an overview of the Digital Business introductory session. It introduces the module themes, demonstrates FlipGrid and the ELE platform, and discusses how digital transformation requires reconfiguring business around social, mobile, analytics and cloud technologies while transforming organizational culture. It also explores the shift from pipes to platforms and how mature internet services are driving digital transformation across industries.
Presentation Given by Patti Anklam at IFAD in Rome 24 July 2009; Overview of Social Network Analysis, Net Work, and Findings from her analysis of the IFAD Asia and Pacific Regional Network, ENRAP
The document discusses plans for the Umpqua Business Center in Douglas County, Oregon. It outlines proposals for the center to include a 5,000 square foot data center with server racks and a 12,500 square foot business incubation center with offices and meeting spaces. The goals are to attract high-tech businesses and entrepreneurs to diversify the local economy and create jobs through access to infrastructure and resources at the center. Community input will help identify additional opportunities and uses for the facility.
The document discusses social networks and their potential application in enterprise settings. It covers concepts like collaboration, knowledge sharing, informal networks and how social networking tools can support knowledge work. It also examines structural innovations in organizations that allow for more self-organization, emergent behaviors and boundaryless interactions through social connections.
This document discusses how communities can be built and strengthened through network weaving. It describes how a regional economic development organization in Appalachian Ohio called ACEnet mapped the social and economic connections in the local food industry to better understand the network. The document outlines that improved connectivity starts with mapping the existing network to understand it, and then iteratively improving connectivity by introducing disconnected groups and facilitating collaboration between nodes. It describes the typical phases a community network goes through, from scattered fragments to a multi-hub small world network. It emphasizes the important role of network weavers in intentionally facilitating new connections to create a more vibrant and resilient community network.
Please contact Noklek Finley or Doug Finley to discuss Naknan's endpoint security solutions. Naknan offers integrated whitelisting, patch management, and other controls to prevent malware execution and enforce compliance. Their solutions audit endpoints, update whitelists automatically during patching, and provide command/control of individual systems. Naknan differentiates itself through automated whitelist maintenance and its ability to schedule commands remotely.
This document summarizes the experience of installing and using Ubuntu Netbook Remix on an Acer Aspire One netbook. Key points include:
1) Ubuntu Netbook Remix is an optimized version of Ubuntu for netbooks, with additional packages like ume-launcher and human-netbook-theme.
2) Installation on the Acer Aspire One took about an hour to replace the existing Linpus Lite operating system.
3) Out of the box, Compiz works well but wifi did not without updated drivers. Sound also had problems without latest ALSA. The slow SSD storage also impacted performance.
Virtual worlds can be used as educational tools in various settings and applications. They have been used in K-12 education, corporate training, and academia/science. When developing virtual worlds for educational purposes, considerations include design, development, standards compliance, and budgeting. Virtual worlds allow for practical applications like virtual science labs and collaborative learning environments. Leading virtual world platforms and tools were discussed.
Some common best practices for parishes that share pastors and/or pastoral staff. From a New Media Forum on October 24, 2012 in the Archdiocese of Boston. http://www.pilotnewmedia.com/parishwebsites
The document provides an overview of Naknan's Security Assistant and noScan Antivirus NG products. Security Assistant is an enterprise endpoint security product that uses whitelisting to prevent execution of unauthorized software and securely manage software deployments. It integrates malware prevention, software management, remote commands, and system auditing. noScan is the consumer version that uses similar whitelisting techniques to protect home computers and small businesses with minimal resource usage and without interruptive scans. Both products take a different approach than traditional antivirus by focusing on authorizing known good software rather than identifying known bad software.
The document discusses whitelisting and how it applies in an IT environment. It summarizes that whitelisting is a process that denies execution of all software not on an approved list of software allowed to run. It then discusses how some whitelisting products claim to provide more information than is needed for whitelisting. The document argues that for whitelisting to be effective, it needs only to allow execution of software that is on the whitelist and block all other software, without needing additional context about blocked software. It also discusses how whitelist maintenance can be automated to address the challenge of constant software changes.
The Duquesne Club 2003 Bordeaux Tasting And Dinnerchevalier96
The document summarizes a tasting event of 2003 Bordeaux wines held at the Duquesne Club in Pittsburgh. It describes the club and event for charity. 13 2003 Bordeaux wines were tasted, with notes on each, including Lafite, Margaux, Montrose and Ausone. A meal followed with pairings including 1982 Léoville Poyferré and 1995 Mouton Rothschild. The author thanks the hosts for their generosity.
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.
Energizing Change Through Network Leadership 1225920401627479 8Guido Heijman
The document discusses how network leadership can energize change. It defines networks and explores how an individual's network position relates to power and performance. Network leadership involves overcoming forces for stability, gaining access to resources by building networks, leveraging diversity, fostering trust and communication, and continuously scanning the environment. Leaders must understand networks, communicate effectively, and develop relationships at all levels to energize change through network leadership.
Energizing Change Through Network LeadershipRobin Teigland
The document discusses how network leadership can energize change. It defines networks and explores how an individual's network position relates to power and performance. Network leadership involves overcoming forces for stability, gaining access to resources by building networks, leveraging diversity, fostering trust and communication, and continuously scanning the environment. Leaders must understand networks, communicate effectively, and develop relationships at all levels to energize change through network leadership.
My presentation on networks and social media to a group of international managers from multinational organizations as part of IFL training program (www.ifl.se).
1. The document discusses leveraging networks for improved organizational performance by understanding and managing both formal and informal networks within an organization.
2. Analyzing organizational networks can uncover important relationships and patterns that impact collaboration, knowledge sharing, and performance. Visually mapping networks provides insight into how to improve connectivity.
3. Strategies for managing networks include uncovering key networks, analyzing relationships and flows, and taking steps to improve collaboration across boundaries through feedback and connection initiatives.
Teigland_Creating Personal Success through Networks and Social MediaRobin Teigland
The document discusses how personal and professional success can be achieved through networking and social media. It recommends developing a variety of strong and weak ties within and outside one's organization using both online and offline networks. It also suggests being selective, active, and creating awareness in networks by maintaining an online profile and presence. The key is to network broadly across different communities and with people who are diverse rather than just those similar to oneself.
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.
1. The document discusses how social capital and network analysis can help organizations become more sustainable. Social capital refers to the value created through relationships and interactions within a network.
2. Organizations with strong internal and external networks have greater potential to adapt and survive rapid changes. Network analysis can reveal opportunities to strengthen relationships and social capital.
3. The workshop presented tools like stakeholder network analysis and the CORE process to help organizations address business challenges by facilitating interactions and building social capital across networks.
This document discusses leveraging social networks for improved performance. It provides background on social network analysis and organizational network analysis (ONA). ONA can uncover informal networks in organizations and reveal the true hierarchy. Analyzing knowledge flows and connections can improve performance. Personal network analysis shows that individuals with bridging roles have advantages like promotions and salaries. The document encourages developing three types of networks - operational, personal, and strategic. Tools like Facebook, LinkedIn, and Klout can help uncover and analyze networks. Exercises guide reflecting on network development goals.
Networks are social capital; where business value is created in relationships. Network analysis reveals the networks. CORE process identifies new market opportunities or innovation, improvess effectiveness, extends firms reach through stakeholder networks.
The document discusses building a learning organization and personal knowledge management (PKM). It argues that in today's interconnected workplace, knowledge increasingly resides in social networks rather than institutional structures. Effective PKM requires cultivating collaborative relationships and tapping into other people as important sources of information, expertise and validation. Building a learning organization necessitates aligning personal and organizational goals to foster deeper communication, collaboration and fulfillment.
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.
Using social media to develop a professional online presenceSue Beckingham
Invited Speaker at University of East Anglia
The exponential growth of social media and ubiquitous use of mobile technology has changed the way we communicate both socially and for many also professionally. It is important to consider the implications and the impact of the digital footprint our online interactions leave behind. This workshop will help you to reflect on what your online presence looks like when viewed by others, consider who your audiences are and how you can develop your digital profile in a positive way.
Leading during 3rd Industrial Revolution: Value creation through networks
Leveraging social-networks-for-results-13338
1. Leveraging Networks for Tangible Results Dr. Robin Teigland Stockholm School of Economics [email_address] www.knowledgenetworking.org
2. Everyone is talking about networks National Innovation Networks Formal Networks Entrepreneurial Networks Ego Networks Regional Networks Infrastructure Networks Social Networks FAS.research Electronic Networks Informal Networks Networks of Practice Networked organization
3. A world of rapidly growing knowledge …. Growth Time Information and knowledge Human absorptive capacity Cohen & Levinthal 1989
4. A world of rapidly growing knowledge …. > One week in 2007 A person’s lifetime in 18th century
5. A world of rapidly growing knowledge …. 50% knowledge relevant 50% knowledge outdated First year of technical-based education Third year of education
6. ....that is increasingly connected new friends family local colleagues old friends old colleagues colleagues at other offices Just a click away… virtual communities local networks old classmates
10. Individuals within a firm Mattsson 2004 < 1 yr 1-5 yrs 5-10 yrs 10-15 yrs > 15 yrs Time at firm
11. Individuals between business firms SEB Ray-Adams & Sandberg 2000 Interlocking directorates of Sweden’s 110 largest public firms, 2000 ??
12. Networks of firms Dahlin 2007 Nocom Ericsson Telia Nokia TietoEnator
13. Groups of organizations (Sectors) Teigland et al. 2004 Social interaction in Uppsala Biotech Cluster Government Inter-sector organizations Academia Biotech firms Servicefirms Financial Institutions
14. Uncovering networks in an organization Teigland et al. 2005 Formal organization Informal organization
18. Peripheral players between organizations San Francisco Stockholm London Brussels Helsinki Madrid Copenhagen Teigland 1998 Other firms Electronic communities
20. Increasing job turnover Time Number of jobs in lifetime Estimated time at one organization in Silicon Valley: ~18 months
21. What about performance? Firm A High creative Low on-time High on-time Low creative Teigland 2003 High creative Virtual community Firm B
22. The strength of weak ties Network A’s knowledge Network D’s knowledge Network B’s knowledge Network C’s knowledge Granovetter 1973
23. Two divisions within Sundlink (Öresund Bridge) Section 1 Section 2 Improved efficiency over time Stagnant performance over time Schenkel & Teigland 2007
29. “Managing” networks in your organization Before After Anklam & Welch 2005 1. Uncover networks 2. Analyze networks 3. Improve connectedness
30. When you hire someone,… … ..you “hire” his or her network.
31. Encourage an open innovation attitude Not all the smart people work for us. We need to work with smart people inside and outside the company. The smart people in our field work for us. If you create the most and the best ideas in the industry, you will win. If you make the best use of internal and external ideas, you will win. Closed attitude Open attitude Chesborough 2003
32.
33.
34. Develop participation in a variety of networks Strong ties Weak ties Outside organization Inside organization SOCNET
35. Start your own network Swedish International Business School Alumni Network (SIBSAN) Stanford GSB Alumni Club Nobel Laureates Government Ministers Stanford
Great to see so many people interested in networks. I came from Stanford where networking is part of everyday of life Started my PhD research over ten years ago and one of first things I did was to look at the knowledge flows between the r&D units of three multinationals, HP, Ericsson, and Xerox. At beginnign of knowledge management era and companies investing heavily in KM, these companies no exception. Found that top management invested heavily in different intranet applications, thinking understood how individuals worked. So for example, patent, then spoke with one of scientists and found that on one hand did not even access the intranet this application, nahh, just went next door to ask colleague who working with this. Much easier, faster, and better information. This got me started on my journey of looking into networks. Very much management not understanding the way work gets done and now with knowledge work, thinking can manage knowledge in same way managed physical resources of organization. But not the case… So here today to talk about networks
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
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 Figur 3. Gapet mellan tillväxten av ny kunskap respektive tillväxten av människans förmåga att absorbera kunskapen. (Fritt efter Robert Junks anförande vid framtidsseminarium i Salzburg1989) 3000 new books published daily One week’s issues of New York Times is more information than a person had access to during lifetime in 18th century. The amount of new information produced in number of bytes this year is more than was produced in the past 5000 years
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 Figur 3. Gapet mellan tillväxten av ny kunskap respektive tillväxten av människans förmåga att absorbera kunskapen. (Fritt efter Robert Junks anförande vid framtidsseminarium i Salzburg1989) 3000 new books published daily One week’s issues of New York Times is more information than a person had access to during lifetime in 18th century. The amount of new information produced in number of bytes this year is more than was produced in the past 5000 years
The amount of new technical information is doubling every 2 years. It’s predicted to double every 72 hours by 2010.
What is interesting is that the world is shrinking bc becoming easier and easier to collaborate with others. Just 15 years ago, much more difficult to communicate with others outside of own organization. Had to go to conferences or located in your home town. Research has found that researchers in silicon valley and boston becoming increasingly connected. Now not only easier to communicate with those who do know outside organization, but easier to find others to collaborate with through mailing lists, electronic communities, and all social networking software. Six degrees of separation
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
Refer to social networks here Began with Jacob Levy Moreno in the 1930s in attempt to quantify social relationships. Based on matrix algebra. Advanced statistics… Nodes can be people, departments, or organizations Networks consist of links that form a structure Links between nodes have different purposes , e.g., task or general advice, expertise, strategic information, navigating the organization (procedures, know-who, etc.) Links can be one or two directional Links can be both formal and informal Links can have different strengths
Source: Fredrik Liljeros, 2006 A tie is defiend as participated on the same record. The data was collected by some undergraduates for course paper during their first semester.
How well members of this organization are aware of each other’s skills and capabilities? Mari Mattsson, Master's Thesis. Transactive Memory - &quot;know-who&quot; as resource in work organization. 2004
Ray-Adams & Sandberg, 2000, Connecting Firms: A Study of Interlocking Directorates in Sweden's 110 Largest Firms, An example from Swedish business - Sweden’s 110 largest fir´ms. Most members of boards are recommended by people on the board who know them already. This leads to a highly connected network of boards within Sweden. Who is powerful here? Study also found that boards extremely active in strategy development and implementation. Boards look for new members using headhunters, public sources, chairman’s networks, other directors’ networks? Networks and primarily chairman’s network. Rarely used public source or headhunters.
Peter Dahlin [peter.dahlin@mdh.se] This is an &quot;ego-network&quot; of Nocom meaning that it has Nocom as its hub. From there, it extends two steps out, i.e. includes those related to Nocom + those related to some company that is related to Nocom. The same goes for M&As (two steps out..) The relationships are of different kinds: customer-buyer relationships (black lines), partnerships (yellow) and ownerships (blue). This is a bit problematic since there can be several types of relations between two actors and only one will show when presented like this.. Note that this is based on the descriptions found in the newspaper articles on which I have based my data collection, so if a relationship is mentioned there it is included in my data (no further check-ups). There are naturally many actors and relationship missing in this picture. From the labels and sizes you can see that some of the central actors are Ericsson, Telia, Tietoenator, Merkantildata, Skandia, Nokia. The nationality is not easy to make out from the picture I'm afraid. I could naturally make the shape or color of the actors represent nationality, but I have decided not to emphasize the (inter)national aspects as my data collection is strongly focused on Swedish companies. The nationality of the actors in this picture is however varied but mostly Swedish.. Nocom AB (publ), www.nocom.se, är ett IT-företag, verksamt inom distribution och programvara. Huvudkontoret är beläget i Kista, Stockholm. Företaget grundades 1985 och noterades på Stockholmsbörsen 1999. Nocomaktien handlas på OMX Small Cap lista och det finns cirka 17 500 aktieägare. Verksamheten bedrivs i självständiga dotterbolag som arbetar under egna namn och affärsidéer. Totalt har koncernen cirka 270 anställda.
Teigland, Hallencreutz, Lundquist, Malmberg, and Waxell, Investigating the Uppsala Biotech Cluster. Research Paper 2004:1, Uppsala University, CIN. http://www.cind.uu.se/Uppsala_Biotech_Cluster.pdf We also investigated the degree of interaction between the various groups of actors within the Uppsala regional innovation system. Thus, we probed into both the respondent’s personal and his or her organization’s involvement in the Uppsala biotech cluster. This interaction between the various actors was measured in several ways in the survey. One measure of interaction asked respondents to rate how much time they personally spent together with people from various categories of actors of the Uppsala biotech cluster on social occasions . In this case, replies were rated on a seven-point scale from 1, “not at all” to 7, “to a great extent”. We find a similar picture to the other interaction questions. For example, as reported by government, the frequency of interaction by government organizations with academic/research organizations is 4.0, while the frequency of interaction by government with financial actors is only 1.7. The academic/research category and government organizations are close to each other while government is distant to all types of commercial actors. Another interesting observation is the degree to which the actor in general interacts with other categories. For example, the financial services category reports by far the highest overall degree of inter-category personal social interaction while the government category reports the lowest. To be conducted: Flow of resources, Power structure, Performance
Large majority of work done through informal networks, some even say approx 80%.
Can use this to look at one organizational unit, this picture shows the programmers of the stockholm office of one IT multinational. See that well-connected. Good knowledge flows here as well. The Icon Stockholm programmer community was very well connected, indicating a high degree of knowledge flow. But I use this example, bc want to illustrate key players in this network. They are the central connectors. Central information source for everyone in network. In most cases, these individuals are not formally designated go-to people in unit. Provide help or pointers to others if can’t help. In many cases these individuals are high performers. Interestingly when we showed this picture to management, they knew of three of these but the fourth one was a total surprise. Interesting bc this person was different from mgt, woman programmer. Challenge with these individuals is that even though recognized by their colleagues, often their efforts go unrecognized and unrewarded, yet spend a good amount of time filling this task. Organizations use different kinds of rewards, nominated for best helper, one example is bank that changed its bonus scheme rewarded individuals for their ability to improve communication within unit, to be connectors based on evaluations by fellow employees. McK in semi-annual evaluation process. Mostly positive roles but these individuals can also play power games, using connecting role for private benefit, pitting networks against each other, hoarding information. Sometimes even people just overloaded . Found that this person was a bottleneck, while many people went to this person for help, could not help everyone, so people frustrated. Think about how design teams or redesign jobs, rotating people also. One organization conducted analysis and restaffed teams combining members of both networks. If overloaded, can implement mailing lists, discussion boards to try to reduce workload on central connector
Here show the multinational’s networks of programmers. While large office of Stockholm was very well connected, c an see with this that many isolated islands of competence. Even though management spent considerable effort on IT systems to get people to communicate across units, very few doing so. However, we can see few individuals who did act as boundary spanners. These individuals serve as conduits of information between units. Rarely many boundary spanners in an organization. Difficult to become part of network across organization, time consuming, personality traits. Important because bring together different kinds of knowledge. Mgt often does not appreciate these inds. Have to spend considerable time maintaining network. Organizational stress because sitting often between two areas, different demands, etc. Or overload. To our surprise, after interviewing several key people in the community, we found that the boundary spanners, known as global advisors, were more information bottlenecks than connection facilitators. Are they making the right connections? Are they connected to connectors in own and other networks? But what happens if these individuals leave organization? Should reward individuals and acknowledge what doing. One company performed analysis and discovered who these boundary spanners are and helped them further develop their networks, also greater bonuses Can design work processes to bring individuals together. In this example, these inds talked with one another because the two in SF had been rotated from the Stockholm office.
This because feels awkward to just call up someone don’t know or if called. Why should I help you?
If we return to our Stockholm office of programmers, I found that some of these communicated to a high degree with others outside of their firm. Some serve as experts in org, but do not connect a lot with others . Remember story about programmer in SF, easier and faster to go outside and ask question than to bother person at next desk. But why else are these people on periphery? What doing? Could be new to organization, Interested in staying on ”bleeding edge”. Organization have old friends there. Electronic network – embarassed in asking question internally. No one knows your a monkey on the internet. Many managers want to bring these people into the organization. Some may want to, e.g., those who new. But these individuals might not want to be brought into the group. Some want to stay at the cutting edge of their field, demands that they spend a lot of time in outside networks. Others may not be able to due to personal reasons, family, etc. Some organizations try to bring in these individuals by asking to attend internal events, be on committees, etc. But this may frustrate them. Role conflict, increased stress
Higher turnover at companies these days. Not life-time employee, many restructurings, acquisitions, etc. People always thinking about where go next. Inds bells and whistles Don’t know if working on your problem or someone else’s, including the competition’s Also often project managers leading technical specialists and do not understand what working with. Difficult to know whether really should take so much time or not. Individual working on computer, often don’t know what working on or for whom.
1 out of 4 workers today is working for a company they have been employed by for less than one year. More than 1 out of 2 are working for a company they have worked for less than five years. Today’s learner will have 10-14 jobs by age of 38
Back to performance. Interesting results here as well. Similar to intra-organizational networks. See creative performance but interesting to see other Why do you think so? Someone who interested in developing first solution, being seen as guru. Helping others all time with problems. Prestige. Also, difficulty of knowledge, applying external knowledge to own organization’s problems. Have to maintain connections. Interesting example of company that hired one of these gurus. Guy who fired bc all time working on someone else’s problems.
Well-known theory within social networks, the theory of weak ties by famous sociologist at Stanford, Mark Granovetter. Studied how inds found jobs. Saw that those with high number of weak ties found job more easily than those with few strong ties. Info, kn is redundant within tight network. Those who know well, all know about same jobs, but it is the weak ties that helps out. Your brief contacts that can help out. Fresh non-redundant info. Same goes for when working in firm. Able to take kn from across organization and combine into new creative idea.
Here I would like to show the results of a study in the construction industry with colleague, Andy Schenkel. This illustrates how two departments can have completely different informal networks and connectedness. The one to left did not meet the structural properties of a community, while the one to the right did . As you can visually see D epartment 1 is disconnected no clear core or periphery not particularly dense In contrast, D epartment 2 is well connected has a core with numbers 77 and 82 forming it and a periphery it also appears to be dense
While research that shows this relationship, thought it would be best to show what I have found in my research. Here have rd operations of three multinationals, Xerox, Ericsson, and HP. Found that HP had highest of three in terms of perf indicators that looked at. Can even talk about regional level – silicon valley vs rte 128 in Boston.
Did some research in which HP one of companies. Found that this company really understood the importance of informal networks both in terms of ”managing” the informal structure but also in terms of the visionary organization. Interestingly, HP doing network maps based on email communication. Would like to do something similar here.
I found this picture of a painting in a presentation by Steve Borgatti on social networks, National Academy of Science Presentation, 2005. http://www.analytictech.com/mb874/Slides/Overview.pdf Position in a network partially determines access to resources and knowledge flows which has effect on performance
Rob Cross, Nitin Nohria and Andrew Parker, Six Myths About Informal Networks -- and How to Overcome Them, Sloan Management Review, 2002 Most often managers do not know what going on. Moreover, we do not know what going on in our network beyond our first set of contacts.
Interesting to think that just a few years ago, everyone was saying get people together informally, create venues for them to meet. But research in US has found that need to do more than random interventions. This not enough to align with organizational goals. Yes, this gets inds meeting, but may result in coups or negative spirals if mgt does not understand them.
Source: https://webapp.comm.virginia.edu/NetworkRoundtable/Portals/0/NR04-05/Networks_and_Organizational_Change.pdf There is a structured way of going about ”managing” informal networks. Today share with you some of the findings from my research and from the gurus in the US. Identify informal network where effective collaboration adn kn sharing has sig impact on organization’s operations and strategy. So many networks out there but you don’t need to understand all of them. Good for up to 50 individuals, then should look at sub-networks Simple, 10-15 minutes to do, make list of people and ask all to characterize relationship with one another Make sure think through sensitivity of issues, do pretest Uncover networks Identify which networks are important to understand E.g., product development, merger integration Collect network data E.g., observe, interview people, conduct questionnaire Ask appropriate questions, e.g., advice, trust, innovation Analyze the causes of fragmented networks Leadership style, office layout, virtual work, politics, knowledge sharing attitudes, workflow processes, job descriptions Improve connectedness and u nplug bottlenecks Reevaluate formal structure, e.g., team desi gn, roles Rethink work processes Reassign tasks, rotate individuals, s hift responsibilities Are central connectors hoarding info? Is unit too isolated? Are boundary spanners talking with right people? Is unit losing technical expertise? Think about how design teams or redesign jobs, rotating people also. Restaff teams to override hoarding connectors. One organization conducted analysis and restaffed teams combining members of both networks. If overloaded, can implement mailing lists, discussion boards to try to reduce workload on central connector Shift responsibilities, Put in mailing list, discussion boards, socnet example
Interesting now that companies changing from hiring fresh graduates to mid-career professionals Everyone knows that when you hire one talented programmer, you get 20 for free! Anders L.
Alliances - In addition, they found that successful collaboration between university and industry was often the result of emergent personal relationships. Kreiner & Schulz RD - 40% of potential solutions and opportunities derived from personal external contacts powell et al - interorganizational networks in biotech industry provide knowledge critical to innovation mgt unaware of what going on - 10 vs 57 ongoing efforts at partnering in multinational telecom company.
Picture courtesy of Richard McDermott, http://www.mcdermottconsulting.com/ Text from Steve Borgatti on social networks, National Academy of Science Presentation, 2005, http://www.analytictech.com/mb874/Slides/Overview.pdf FAS.Research (www.fas.at): The availability of resources (money, knowledge, relationships) is determined by where one stands, which position one assumes. For the costs of -access to these resources (= the costs of a “link”) as well as the yields to be expected are also defined by the position in the network and by the general structure of the network. This is the central economic and business-related message of network analysis. The second message in this context is that the methods of network analysis can be used to measure and depict both dimensions (position and structure) in quantitative terms. Social capital also reveals both of these dimensions which must also be taken into account in a SWOT analysis based on the methods of social network analysis. The possibilities of added value, of innovation, chances for successful search processes for better solutions as well as the costs of adaptation to changes are distributed differently for each actor within one and the same network. This is not just because each actor assumes a different position and thus the costs of access to the limited resources vary, but also because with each position the immediate environment changes. Thus the character of the network (the “network profile”) is a different one from the local perspective of the actor. Each actor in the network finds a different space of possibilities and has better or worse access to the existing resources by virtue of his relationships to the other actors. The network thus creates the social infrastructure of the opportunities offered to an actor. Networks – relationships iwth others, Political, economical social relationship All have relationships with others, we are all embedded in nws, We retrieve information and knowledge to arrange our lives Decide on success of our activities SNA Networks and underlying relationships – network analysis – Talk about unique relationships that make each individual. Here is a network - can be medicament, interlocking directors of companies. Network is system of relationships Look at people and re Have to look beyond your friends, who are their friends and relatinoshsip
Minister of Labour, Mr. Sven Otto Littorin
If a tree falls in a forest and there is no one to hear it fall…
Rob Cross, Nitin Nohria and Andrew Parker, Six Myths About Informal Networks -- and How to Overcome Them, Sloan Management Review, 2002
Photo courtesy of tschaut’s photos, http://www.flickr.com/photos/tschaut/ Stocks of socialt kapital tend to be self-reinforcing and cumulative based on the principle of contribution and reciprocity Successful collaboration in one endeavor builds stronger relationship and trust socialt kapital facilitates future collaboration on other, unrelated tasks As with conventional kapital, those who have socialt kapital tend to accumulate more Goes against knowledge is power