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.

1. Open net∞WORKs for Co-generating Knowledge Jenny Ambrozek & Victoria G. Axelrod Graphic source KMWorld & Intranets - September 2008 San Jose, CA

2. Creating Value through Interactions Conversations begin Knowledge Cafe NY July 15 , 2005

3. Multi billion dollar global manufacturing company Our Experience Networks, Analyses, Open System Conference Challenge Business Result Increase American plant productivity by 6 percent in one year. Increased productivity by 14 percent in 6 mo. Plant became flagship facility for company’s world-wide operations. Broaden strategic intent, develop new core products and competencies to increase bottom line Multi million dollar not-for-profit global education organization New lines of business with required talent increased bottom line by $23 million. To restart a shut-down energy plant because of management issues, costing $180 Million. Plant restarted with greater cross-team collaboration, much better management techniques, and involving external stakeholders. Multi billion dollar nuclear plant Global integrated natural resources company Improve effectiveness of an expertise network Identified gaps between long term & new members, & value new could contribute

4. AGENDA 1. Overview & Introductions 2. A Networked Organizations Mindset 3. Personal Network Drawing & Discussion 4. Business Challenge Case 5. Break 6. The CORE Stakeholder Process at work addressing your business challenge net ∞ WORK – Creating value through facilitating interactions & networks

5. Why an Open Net ∞ WORKing Organizations Workshop Now? Cataclysmic shift in marketplace. (“Here Comes Everybody”) Potential to use net∞WORKed information to drive business strategy and value creation

6. Partner Networks Organizations as Complex Network Webs Knowledge Networks Communities of Practice Innovation Customer Co- Creation Value Networks Supply Chains Industry Groups Alumni Networks Business value created through interaction. Relationships build capital. High Performers

8. The sum of all of an organization's relationships through individual networks. Net ∞ WORK Capital Value Sustainable organizations with high social capital contribute positively to the ecosystem in which they operate.

9. Collaboration Tools Email, IM, Portals, Blogs, Wikis, Tagging, Social Networking Platforms Wireless and Mobile Idea Marketplaces, Prediction Markets Globalization- Geographically spread Mobile workforces Competitive business environment seeking business value Social Network Analysis Social Capital Why ONA Now? Search for valuable over quantity of connections “ Globalization and the Internet create great new opportunities, but they also ratchet up the intensity of competition and generate more work -- especially with the existing corporate structure still hanging on tightly.” Shoshana Zuboff, Business Week Sept 23, 2005 “ By having workers fill out a 15- to 20-minute online survey, Cross can chart who people communicate with, how much time is spent preparing for which meetings, and where the bottlenecks are. "Then I ask executives: 'What decisions are you making that others can make?"' says Cross. "Are there aspects of your role that you could let go of?“ Rob Cross , Business Week Sept 23, 2005

10. Today’s Social Technology Industrial Age Information Economy Networked Information Economy Traditional Org Models Effectiveness Technology Social Technology Time Line

11. Personal Network Drawing Exercise

12. Influence Network HOWARD RHEINGOLD KM CLUSTER ETIENNE WENGER KNOWLEDGEBOARD NANCY WHITE ASSOCIATION FOR INTERNET RESEARCHERS ONLINE COMMUNITY REPORT CQSQUARE JERRY ASH LINKEDIN IBM IKO DEBORAH AMIDON ANNE MCKAY HUBERT SAINT-ONGE MICROSOFT IBM JONATHAN SPIRA OPEN SOURCE COMMUNITY KM CLUSTER JIM CASHEL Ambrozek&Cothrel/ Valdis Krebs 2004 “ Who or what influences your thinking about online communities/teams/ networks? ” Online Communities in Business 2004 Ambrozek & Cothrel Subset analysis. Respondents focused on internal knowledge sharing

13. The Organizational Challenge Social Technology Control Time Degree Enterprise systems , Blogs Wikis Podcasting , Social Networking Tagging Ethernet 1973 Web 1.0 1991 Web 2.0 Web 3.0 Search Links Authoring Tags Extensions Signals as social technology INCREASES Direct control DECREASES Web 3.0

14. Direct CONTROL lessens

15. Power of Association Associative information organization system-any piece of information can be linked to any other piece. Containers Versus Links Conventional file directory trees confine information to a strict hierarchical organization and are incapable of expressing the multi-layered relationships that exist in the real world. thebrain.com Network Capital Value

16. =

17. Enabling Participation & netWORKing “ Change the patterns of participation, and you change the organization. At the core of the 21st century company is the question of participation. At the heart of participation is the mind and spirit of the knowledge worker....” John Seely Brown & Estee Solomon Gray, “The People are the Company” Fast Company Issue 01, October 1995 http://www.fastcompany.com/online/01/people.html

18. Participation is Individual & Complex High Engagement Low Engagement Facilitators Roles Attention Connection Participation Contribution Adapted from Ross Mayfield April 2006

19. HR IT FIN

20. Past Present Emerging Future net  WORKing CORE™ Value Roadmap

21. net  WORKing CORE ™ Business Driver- What value are you trying to create? Define business challenge or strategic intent. Stakeholder Network – Who do you need to bring together for the most productive result? Use ONA. Survey – What questions might you want answered to resolve your business need? Analyze survey findings. Results – Visual network map. Follow-up interviews to validate data. Convene network to address business challenge and implement actions. Co-generating Knowledge and Business Value

22. Potential CORE and ONA Applications Identify new market opportunity or innovation. 2. Improve effectiveness of current business processes. 3. Reveal and extend reach of organizational networks.

23. Knowledge Management in a Networked World "Jerry, thank you for the kind words, but I never did try and manage knowledge. What I really tried to manage and nurture was a culture that would encourage and expand the flow of knowledge. It was because economic value could only be obtained in our environment when knowledge moved across the organization in response to a need." ~ Bob Buckman, March 6, 2007 AOK Yahoo Group Post

24. Organizations Function As Complex Network Webs Work Gets Done Through Individual Networks Knowledge Is Created Through Individual Interactions Patterns Of Participation Impact Knowledge Flows ONA Reveals Current Knowledge Flows And Individual's Roles Network Maps Visualize Network Analysis Network Analysis Provides New Measurement Tools Knowledge Is In Net ∞ Working. Innovation Is The Result Of Action Technologies Shape Work Balance Intension and Control in support of the business strategy net ∞ WORK Thinking and Acting - 10 Dimensions

25. 21 st Century Organization Blog http://c21org.typepad.com/ 21 st Century Organization Facebook Group http://www.facebook.com/group.php?gid=2436782733 Networked Organizations Wiki http://networkedorganizations.wikispaces.com/ Email v axelrod @ axelrodbecker .com jenny@ sageway .com Thank you Continuing the Conversation