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Leveraging Networks And Social Media Teigland

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Robin Teigland

The document discusses the significance of leveraging networks and social media within multinational companies to enhance knowledge sharing, collaboration, and performance. It highlights the evolution of networks, the shift towards open business models, and the necessity of informal relationships in knowledge management. It also emphasizes the importance of social capital in determining opportunities and constraints for individuals and organizations.

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Leveraging Networks and Social Media in a Multinational Company May 2009 Dr. Robin Teigland Stockholm School of Economics [email_address] www.knowledgenetworking.org www.slideshare.net/eteigland 1-
Introduction to networks Why the interest? What are some network basics? What about power? What about performance? What does this mean for you? Creating value through social media and networks Today’s discussion – Networks & Social Media
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
Did You Know: Shift Happens http://www.youtube.com/watch?v=pMcfrLYDm2U How are these trends affecting you and your organization?
A world of rapidly growing knowledge …. > A person’s lifetime in 18th century One week 2008 Fischbowl 2007
… that becomes quickly outdated …. 50% knowledge relevant 50% knowledge outdated First year of technical-based education Third year of education
Human capacity cannot keep up… Cohen & Levinthal 1989 Growth Time Information and knowledge Human absorptive capacity
Yet, the world is “shrinking” family local colleagues friends old colleagues colleagues at other offices Just a click away… virtual communities local networks old classmates avatars business contacts social media contacts referrals
A new workforce is appearing… Mahaley 2008, Merrill Lynch 1999, Beck and Wade, Prensky “ Digital Immigrants” “ Digital Natives” Company loyalty Work ≠ Personal Learning=Behind the desk Professional loyalty Work = Personal Learning=Fun and games
… with skills in using social media tools to reach out… Rey 2008 Communication Personal Media Self-expression Collective Intelligence Content Production
… to build relationships, find information and knowledge, solve problems, and learn Mahaley 2008
6 degrees of separation Milgram 1967, DesAutels 2008
” No one knows everything, everyone knows something, all knowledge resides in humanity.” networks Adapted from Lévy 1997
History tends to repeat itself…. Steam engine Internal combustion engine Microelectronics Late 18 th C Late 19 th C Late 20 th C Schön 2008 Third industrial revolution?
Shifting sources of value Open business model Competitive advantage through leveraging external resources (Chesborough 2003) Permeable organizational boundaries Redefinition of acceptable sources of value and knowledge Potential sources of value Users as organizational resource (von Hippel 1988, 2005) User interactions with organizations creates value through user-generated content (Di Gangi & Wasko forthcoming) Di Gangi 2008
Introduction to networks Why the interest? What are some network basics? What about power? What about performance? What does this mean for you? Creating value through social media and networks Today’s discussion – Networks & Social Media
What is a network? A set of actors connected by ties Ties/Links Knowledge, trust, team, sit by, dislike, etc. Alliance, customer, investment, etc. Tie Actors/Nodes Individuals Teams, organizations, etc. Actor
Swedish hip hop artists Liljeros 2006 ?? Timbuktu
Networks of firms Dahlin 2007 Nocom Ericsson Telia Nokia TietoEnator
Uncovering networks in an organization Formal organization Teigland et al. 2005 R&D organization Informal organization
Individuals within a firm Mattsson 2004 < 1 yr 1-5 yrs 5-10 yrs 10-15 yrs > 15 yrs Time at firm
Central connectors within one location Bottleneck  Teigland 1998 Surprise!! Stockholm
Boundary spanners between locations Stockholm London Brussels Helsinki Madrid Copenhagen Transferred from Stockholm Teigland 1998 San Francisco
Proximal collaboration When people are more than 50 feet apart, the likelihood of them collaborating more than once a week is less than 10%. Allen 1984
Communication still occurs within formal silos US-based MNC with 30 product divisions 30,328 people for 3 months in 2006 > 114 mln emails and meetings Where does communication occur? Vast majority is within business unit and functional boundaries, not across them Who are the boundary spanners? Women Mid- to high-level executives Sales & Marketing executives Kleinbaum et al 2008
Trust & reciprocity are essential for knowledge exchange in networks
… and most importantly, management cannot mandate social relationships John Eva Hans Miguel Paul Jan Lars Pia Anna Nils Bill Erik Mike Al Alex
Peripheral players between organizations San Francisco Stockholm London Brussels Helsinki Madrid Copenhagen Teigland 1998 Other firms Electronic communities
Dual loyalties Loyalty Loyalty Organization Professional network Teigland 2003
Increasing job turnover Time Number of jobs in lifetime Estimated time at one organization in Silicon Valley: ~18 months CNET 2000
Individuals make choices about how they use their knowledge… Knowledge resides in the minds of individuals Individuals make own choices about knowledge Share openly for the benefit of the organization Protect and use only in work practice Perception that an individual’s value is diminished if share knowledge Knowledge is power Protect and use only in external relationships for own benefit Knowledge leakage Leave the firm and take knowledge with them
Individuals between business firms SEB Ray-Adams & Sandberg 2000 Interlocking directorates of Sweden’s 110 largest firms, 2000 ??
” Birds of a feather flock together” “ Lika barn leka bäst” People find similar people attractive and develop relations with people like themselves Our networks tend to be homogeneous and not heterogeneous Marsden 1987, Burt 1990
Introduction to networks Why the interest? What are some network basics? What about power? What about performance? What does this mean for you? Creating value through social media and networks Today’s discussion – Networks & Social Media
What is the relationship between networks and power? Power: Access to and control over resources
How does informal power arise? Krebs 2004 Jack gains informal power, weakening the boss Lisa’s formal power… Jill Jack Bob Lars Anna Sue Lisa Mira Sam Fred
How does informal power arise? … and now Jack’s informal power is greater than the boss Lisa’s formal power Krebs 2004 Jill Jack Bob Lars Anna Sue Lisa Mira Sam Fred
Your network position is related to power Betweenness Control over what flows in the network How often are you on the shortest path between 2 individuals? Closeness Access to what flows in the network How quickly can you reach all others in the network? Krebs 2004 Jill Jack Bob Lars Anna Sue Lisa Mira Sam Fred
Introduction to networks Why the interest? What are some network basics? What about power? What about performance? What does this mean for you? Creating value through social media and networks Today’s discussion – Networks & Social Media
What is the relationship between networks and performance?
Two individuals with the same number of contacts… B A
… but with very different access to resources B A
Bridging unconnected groups brings advantages More rapid promotions Greater career mobility More adaptable to changing environments Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi
Performance differs based on one’s network Firm A Low on-time High Creative High on-time Low creative Teigland 2003 High creative Virtual community Firm B
When you hire someone,… … ..you “hire” his or her network.
The strength of weak ties Network A’s knowledge Network D’s knowledge Network B’s knowledge Network C’s knowledge Granovetter 1973
Two divisions within Sundlink (Öresund Bridge) Section 1 Section 2 Improved efficiency over time Stagnant performance over time Schenkel & Teigland 2008
More social get-togethers and coffee breaks are not the solution
“ Managing” networks in your organization Before After Anklam & Welch 2005 1. Uncover networks 2. Analyze networks 3. Improve connectedness
Changing the physical layout Cross, Parise, Weiss 2006 Open-space environment led to impromptu meetings and connections necessary for new ideas and innovations Easy access to key individuals since no closed offices Increased knowledge flow of customer and supplier needs since awareness of their visits
Comparing performance across firms Teigland et al 2000
Hewlett-Packard (1990s) Networking activities recognized and rewarded at individual and unit levels Management support for informal and formal networking activities across internal and external boundaries Best practice task group Personal initiatives Extensive socialization : personnel rotation, cross-office teams A visionary organization Clearly defined mission: ”To make technical contributions for the advancement and welfare of humanity” Supporting core values, e.g., teamwork, helpfulness Company-wide goal of World’s Best Laboratory Teigland et al 2000
Avoid creating insular networks http://www.enronexplorer.com/focus/19185#
eZ Systems and the eZ ecosystem: #1 open source content management software eZ Partners Community Customers Enterprise open source – “Grow the cake” 60 Employees in 8 countries (Europe & Asia) 230+ Partners 5000+ Customers 30,000+ Community members www.ez.no Skien, Norway
Leveraging Networks And Social Media Teigland
The Enterprise Open Source Business Model Subscription-based business model
Some leadership challenges! When employees are more than 50 feet apart, the likelihood of them collaborating more than once a week is less than 10%. Knowledge is sticky within the firm, but flows easily across organizational boundaries within networks of practice. Our networks tend to be homogeneous – we tend to develop relations with people like ourselves. The higher the diversity of team members, the higher the potential for conflict and poor results. Creating a knowledge sharing culture requires a holistic perspective Allen 1984, Burt 1992, Brown & Duguid 2002, Marsden 1987, Ruuska & Teigland 2009, Teigland 2003
Introduction to networks Why the interest? What are some network basics? What about power? What about performance? What does this mean for you? Creating value through social media and networks Today’s discussion – Networks & Social Media
So, what does this mean for you? An actor’s position in a social network, i.e., social capital, determines in part the actor’s opportunities and constraints Casper & Murray 2002 German biotech scientists
Myths and reality checks about networks I already know what is going on in my network We can’t do much to help informal networks To build networks, you have to communicate more Adapted from Cross et al. 2002
High performers leverage networks (in top 20% of organization’s HR ratings) Structural – Position themselves at key points in the network and leverage networks to get things done Relational – Invest in relationships that extend expertise and that help to avoid learning biases and career traps Behavioral – Understand and cultivate the value of networks and focus on building high quality relationships, not just big networks Cross, Parise, & Weiss 2006
What is network leadership? Changing the order of things… By inspiring others to see the possibilities and enabling them to act on them… While having only a “blank business card”
Leading through networks Overcome forces for stability through developing a shared interest in your vision Gain access to resources through strategically building your networks Leverage diversity to develop the best solutions Foster relationships through building trust and open communication Continuously scan the environment for drivers of change I f you love knowledge, set it free …
Higher performers create energy in their interactions with others Those who energize others are higher performers while those who drain energy are lower performers Get higher commitment from others Motivate others so get resources they need Help others learn How do they do this? Create a compelling vision – see the possibilities and not the roadblocks Enable others to contribute meaningfully to achieving the vision – allowing them to shape the road Are trustworthy – honest and not driven by a hidden agenda Cross, Baker, & Parker 2003
Structural holes Advantages of position in information networks Bill Burt 1992, Baker 2003 Dept 3 Dept 4 Dept 1 Dept 2 Barb
Build relationships with people at all hierarchical levels Look for complementary skills while maintaining a balance! Cross, Parise, & Weiss 2006 Higher: Help with making decisions, acquiring resources, developing political awareness, explaining organizational activities beyond local setting Equal: Help brainstorm and provide specific help, support, and needed information Lower: Provide best sources of technical information and expertise
External networks are growing in importance! Other people around the world Other employes around the world Other employees in your country Co-Workers Friends Large portion of new ideas and formal collaboration relationships come from external contacts You Alex Eyal Your manager Rami’s manager Hila Yaron Yuval Eduardo Ed Muriel Peter Frequent e-mails Infrequent e-mails Web 2.0 Collaboration
Go meet someone different or far away Robin and Steve Mahaley from Duke CE in Second Life
Develop participation in a variety of networks Strong ties Weak ties Outside organization Inside organization SOCNET
Develop three forms of networking Ibarra & Hunter, HBR Jan 2007 Operational Personal Strategic Purpose Getting work done efficiently Enhancing personal and professional development Developing and achieving future priorities Members Mostly internal contacts and focused on current demands Mostly external contacts and focused on current and future interests Both internal and external contacts and focused on future Network attributes Depth through building strong working relationships Breadth through reaching out to contacts who can refer you to others Leverage through creating inside-outside links
What do your networks look like? Reflect on your networks What is the balance between your operational, personal, or strategic networks? Which networks would you like to strengthen? What actions can you take to strengthen them?
Build relationships before you need them,…. … … while making sure you create value and foster trust.
Foster trust to build relationships Coleman 2006 Practices and discipline build trust, not who you are in the formal organization
People understand the game We do have certain individuals who …blast out FYI emails…… I think a lot of it is positioning within the organization….. I would say that 99% of those emails/articles are irrelevant…. are deleted. If I find something interesting …… I would send it to relevant people, but I certainly wouldn’t send it to everyone. Whelan, Teigland, & Donnellan 2008 R&D Scientist
The positive spiral of social networks tschaut’s photos Contribution Reciprocity Accumulation Value
Myths and reality checks about networks I already know what is going on in my network Those who think they know their network the best are usually the ones who know the least We can’t do much to help informal networks Informal networks can be “managed” through changing the organizational context To build networks, you have to communicate more Networks can be strategically developed Adapted from Cross et al. 2002
Introduction to networks Creating value through social media Background What do they mean for multinational corporations? What are some benefits? What are some challenges? Stepping into the internet – A look at VWs Today’s discussion – Social Media & VWs
Tomorrow’s workers building skills today World of Warcraft Collaborating and leading across geographies, demographics, and cultures Creating and executing strategies in self-organizing teams Collaborative decision making under pressure All virtually with no face-to-face interaction
Traditional media vs social media http://adultaddstrengths.com/2008/11/05/obama-vs-mccain-social-media/
The speed of information: The power of social media http://www.youtube.com/watch?v=t8XxcOj3Seo Fortune, Rey 2008
Microfinancing: Taking on Wall Street >$30 mln raised to date 5 year projections: $130M – 280M USD On track to be one of largest microfinance funds (Citibank = $100M)
Creating value through social media Background What do they mean for multinational corporations? What are some benefits? What are some challenges? Stepping into the internet – A look at VWs Today’s discussion – Social Media & VWs
Organizing in MNCs Network picture from http://n-e-r-v-o-u-s.com/blog/?m=200712 Hierarchy Linear, static, process-based organization Heterarchy Dynamic, integrated collaboration networks
Why does the multinational exist? Specializes in creation and transfer of knowledge Superior to market as organizational vehicle to transfer knowledge across geographical borders The more tacit the knowledge, the more likely to be transferred within the firm Kogut & Zander 1993 A social community?
Hinton 2007 Knowledge flows through communities of practice
Web 2.0/3.0 and social media help overcome knowledge challenges Finding and connecting with people internally and externally Building communities Sharing information & knowledge Solving problems & finding solutions Learning informally Overcoming diversity challenges through creating collective competence Shared understanding Shared language and norms Communication Personal Media Self-expression Collective Intelligence Content Production
How can social networking sites be leveraged? ringsidenetworks.com
Serena Software: Strengthening internal and external relationships through Facebook #1 Applications Lifecycle Management (ALM) & business mashup 96 of Fortune 100 as customers 800 employees in 18 countries across globe Facebook Fridays: One hour every Friday on Facebook to find fun and connect with co-workers, customers, family, and friends Average employee age: 46 27 year old Silicon Valley company >90% of employees on FB
eZ Systems and the eZ ecosystem: Creating value through its open source business model eZ Partners Community Customers #1 open source content management software Enterprise open source – “Grow the cake” 60 Employees in 8 countries (Europe & Asia) 230+ Partners 5000+ Customers 30,000+ Community members www.ez.no Skien, Norway
eZ Wire enables global conversations
IBM – “A marketplace for projects” for its 390,000 employees worldwide http://www.slideshare.net/SOMESSO/speaker-1-bettina-kahlau-presentation
IBM – A company reinventing itself $98 bln in sales 2007 Ca. 355,000 employees New values developed by employees in jam sessions Dedication to every client's success Innovation that matters, for our company and for the world Trust and personal responsibility in all relationships
At IBM, “BlueIQ” facilitates several functions Communities Create, find, join, and work with communities of people who share a common interest, responsibility, or area of expertise Blogs Use a weblog to present your idea and get feedback from others; learn from the expertise and experience of others who blog Dogear Save, organize and share bookmarks; discover bookmarks that have been qualified by others with similar interests & expertise Activities Organize your work, plan next steps, and easily tap your expanding professional network to help execute your everyday deliverables, faster Profiles Quickly find the people you need by searching across your organization using keywords that help identify expertise, current projects and responsibilities Poole 2008
Management cannot mandate social relationships Stockholm London Brussels Helsinki Madrid Copenhagen Transferred from Stockholm Teigland 1998 San Francisco
IBM’s Atlas shows the social network of a topic and how to get to someone Poole 2008
Ericsson blogs for internal communication Community blogs Knowledge development within one area, eg technical Individuals who want to drive their ideas and gather support Management blogs Managers blog for their own organization Individuals or management groups More of an informal nature, visit to China Individual blogs Personal nature Engage people in one’s interests
The future manager portal at Cisco
Tomorrow’s meeting Telepresence by Cisco http://www.youtube.com/watch?v=rcfNC_x0VvE
Companies are turning to virtual worlds to facilitate the virtual workforce – “Immernets” Public and completely private virtual business worlds (immernets) to recruit, train, collaborate, and innovate Accenture, Cisco, IBM, Intel, Johnson & Johnson, Motorola, Novartis, Philips, Sun, Unilever, …..
Improving virtual teaming and cross-cultural skills Task: To build a bridge in your virtual team Designed by Duke CE and Stockholm School of Economics
Improving global collaboration Creating immersive workspaces in virtual worlds http://www.youtube.com/watch?v=PnPBQAxUuDE By 2012, Gartner estimates that 70% of organizations will have their own private virtual worlds. (May 2008)
IBM - Convergence in virtual spaces mentoring Green Data Center SOA Training Play is how we principally learn and principally create &quot; Ray Kurzweil many to choose from IBM Lotus Tools BMW Training Media Brain Thinking Hamilton, 2009
IBM’s jam sessions in Second Life
External networks are growing in importance! Other people around the world Other employes around the world Other employees in your country Co-Workers Friends Large portion of new ideas and formal collaboration relationships come from external contacts You Alex Eyal Your manager Rami’s manager Hila Yaron Yuval Eduardo Ed Muriel Peter Frequent e-mails Infrequent e-mails Web 2.0 Collaboration
Improving recruiting efforts Job Fairs Accenture recruits in Second Life since 2006 – this recruiting has since paid for itself A manager at a high-tech multinational recruits senior level employees through Orkut, resulting in reduced turnover and headhunter fees Virtualworldnews.com 2008, Hustad & Teigland 2008
Using wikis at Target (Retail chain in USA) Purchasers work with vendors all over the world Have seasonal deadlines to purchase items Email did not facilitate interaction A purchasing agent set up wiki-based GroveSite (took only 20 minutes to set up) Invited her vendors to be part of the team Posted drawings and requirements for next season’s fashions Got much better response from vendors Vendors felt much more part of process and more of a partner of Target Coleman 2006
Creating new knowledge sources… Closed Expensive Complex Accurate Open Inexpensive Simple Close enough Hinton 2007
Crowdsourcing: Capturing the wisdom of crowds What is it? Customer participation in business and business development Why the interest? Experience Ownership Engagement Loyalty Brayrie 2007
What can organizations do? Innovation Product development Content generation Decision making Funding Sales & marketing Distribution Brayrie 2007
Innovations - www.innocentive.com
Problem solutions - The Goldcorp Challenge
From organization-generated content (OGC) to user-generated content (UGC) Content created by a user to be used by a user Content created by an organization to sell to a user Di Gangi 2008
Rapid growth of UGC Web Sites Organizations increasingly introducing UGC websites (e.g., social networking, electronic communities) as organizational resources Deloitte 2008, DiGangi 2008
Why are organizations using UGC websites? Deloitte 2008
GE Healthcare on Twitter
GE Healthcare on LinkedIn
Examples at Dell DiGangi 2008, Brayrie 2007 Self-support Product development
Building the Dell community Brayrie 2007
Motorola Q – Creating content
Scania Social Media Newsroom “ One of the best B2B newsrooms I have seen.” -Bodnar, May 10, 2009
Scania Social Media Newsroom – Blog comments Content is clearly something that Scania has made a priority….aggregate, categorized, and tagged. But only written content is traditional product releases. …no white papers, case studies, or other written documents that could add additional value for a site visitor http://socialmediab2b.com/2009/05/b2b-social-media-newsroom/comment-page-1/#comment-80
Engaging readers in content creation http://socialmediab2b.com/2009/05/b2b-social-media-newsroom/comment-page-1/#comment-80
Suggestions for Scania’s Internet Communications Manager Include sales materials for sales team to download and allow comments to help generate feedback from customers. Showcase more customer experiences: written case studies, testimonials, videos with customers, etc. Focus on search add content that is focused on your key search terms as a way to build awareness with a new audience. Add a live chat function to answer customer questions or media questions in real-time. http://socialmediab2b.com/2009/05/b2b-social-media-newsroom/comment-page-1/#comment-80
Social media at your company? How are social media used internally and externally at your company? Are there any benefits? What could you do to better leverage social media? Some search words for search engines Social media, Social networking, Web 2.0, Enterprise 2.0 Some sites Company homepage blogs www.wikipedia.org www.slideshare.net www.youtube.com www.flickr.com www.linkedin.com www.facebook.com www.twitter.com
Match the tool to the purpose Tool Purpose Example Blogs/Microblogs Conversation Relationship building Information sharing Getting customer and employee feedback Sun Microsystems Ericsson GE Healthcare Discussion forums Self-support Solution finding Customer engagement Dell Wikis Collaboration Mutual problem solving Engagement Motorola Swedbank Social networking sites Community development Relationship building Building loyalty Solution finding Serena Software Victoria’s Secret Jeep Virtual worlds Collaboration Innovation Engagement Knowledge accidents Nokia Philips IBM
Creating value through social media Background What do they mean for multinational corporations? What are some benefits? What are some challenges? Stepping into the internet – A look at VWs Today’s discussion – Social Media & VWs
Why use these new social media tools? Melcrum 10/07
What about business results? Driving innovation into products faster Enabling employees to be more productive, more knowledgeable, faster Harnessing the knowledge of the wise , before they retire Being more responsive to customers, with knowledge from subject experts you may or may not know Poole 2008
Profitable growth through higher efficiency and innovation Preventing the waste of valuable resources - avoid reinventing the wheel Ensuring the use of leading-edge technology and thinking across the firm Increasing customer satisfaction through shorter lead-times and consistent behavior Creating a competitive cost structure Facilitating breakthrough and incremental innovations through combination of technologies and ideas from across and outside the firm An attractive workplace that encourages cross-functional co-operation across the globe Attracting and retaining key individuals What about business results?
Are there any numbers to back this? Among the clients surveyed by Select Minds, corporate social networking resulted in: Productivity Contributions: Increase in productivity by an average of 10% Retention Contributions: Increase in retention by an average of 9% Increases in New Business: Increase new business by an average of 12% Rehiring Former Employees: On average, rehires made through their Corporate Social Networking program…. become fully productive 49% faster than all experienced hires became Star Performers (66%), versus 26% of experienced hires Select Minds 2008: &quot;Corporate Social Networking: Increasing the Density of Workplace Connections to Power Business Performance&quot;
Are there any b enefits from social media, or is it all hype? Poole 2008: IBM Global Technical Services Knowledge Community of Practice Business Impact Survey 2007, completed by approximately 2,300 respondents
Creating value through social media Background What do they mean for multinational corporations? What are some benefits? What are some challenges? Stepping into the internet – A look at VWs Today’s discussion – Social Media & VWs
However, there are challenges…. Resistance from top management Difficulty to measure and validate value of web 2.0 Knowledge trading and leakage outside of firm Social overload and role conflict Poor organizational stewardship Web 2.0 and social networking are typically of a more grassroots nature – their implementation in more traditional hierarchical organizations may result in tension between employees and management Hustad & Teigland 2008
Fear of loss of power at the top Cross, Parise, & Weiss 2006
Is knowledge trading good or bad for a firm? We pass over the nondisclosure agreements of different companies and trade company secrets all the time.
Who owns the knowledge? Organizational information vs. Personal expertise
Social overload and role conflict Loyalty Loyalty Organization Professional network Teigland 2003
Do employees know how to represent the company when using external social media? Statoil-Hydro Love at 150 m below sea level!
IBM’s blogging policy & guidance, created by the employees Policies based on IBM’s Business Conduct Guidelines Apply internally and externally Available on ibm.com “ blogging guidelines” Adapted from Poole 2008
Company guidelines for using social media internally and externally Trust your employees, and don’t ban social media Use wikis to enable employees to create the company guidelines, eg IBM Yahoo’s best practice guidelines for blogging (http://jeremy.zawodny.com/yahoo/yahoo-blog-guidelines.pdf) Be respectful of your colleagues Get your facts straight Provide context to your argument Engage in private feedback When trusted, employees feel empowered to do the right thing!
Promoting 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
Users create their own meanings Wesch 2008
There is nowhere to hide http://www.youtube.com/watch?v=t8XxcOj3Seo Fortune, Rey 2008 Monitor social media sites and react in a timely fashion
Treat like any change project Kotter 1996 2. Form a powerful guiding coalition 1. Establish a sense of urgency 3. Create a vision 8. Anchor new approaches 4. Communicate the vision 5. Empower others to act on the vision 6. Plan for and create short-term wins 7. Consolidate improvements and produce more change
Creating value through social media Background What do they mean for multinational corporations? What are some benefits? What are some challenges? Stepping into the internet – A look at VWs Today’s discussion – Social Media & VWs
Watch out! Forces converging…. People Net generation Neuroplasticity New demands Technology Social software (Web 2.0) Broadband access Mobile hardware Business Environment Globalization Pace and change Information load Mahaley 2008
What one listener emailed me after…. When I got home last night, my 17 year old son was doing what he usually does – sitting at the computer online with his friends…But after hearing this presentation, I couldn’t help but be interested in what he really was doing. So, when I looked more closely, I saw that he was involved in three separate conversations - all at the same time, and not only that, he was also following the discussions on one of the school’s forums. Then he said, “Mom, you grown-ups are sooooo behind…..think how much you could get done if you worked like this!”
Discussion – Some questions to ponder What defines the boundaries of the MNC? From nonporous to porous Ecosystems and “open source” What defines an employee of the MNC? From binary membership to fuzzy membership Microemployees and community members Where is the MNC located? From the physical to the blended (physical & virtual) Labor “mobility” Are we stuck in a traditional mindset? Knowledge creation and transfer in MNCs superior to the market…..but is it superior to networks?
“ Leading by values is very different …..It is empowering .. Rather than burden our people with excessive controls, we are trusting them to make decisions and to act based on values... In today's world, where everyone is so interconnected and interdependent …. If we're going to solve the biggest, thorniest and most widespread problems in business and society, we have to innovate in ways that truly matter. And we have to do all this by taking personal responsibility for all of our relationships - with clients, colleagues, partners, investors and the public at large. This is IBM's mission as an enterprise, and a goal toward which we hope to work with many others, in our industry and beyond. Samuel Palmisano, IBM Chairman, President, and CEO
So, what does all this mean? Organizations have to develop their networks globally - both inside and out Organizations have to leverage social media such as virtual worlds To win the war for talent To innovate for competitive advantage Organizations have to cultivate an open, knowledge sharing culture I f you love knowledge, set it free …
Creating value through social media Background What do they mean for multinational corporations? What are some challenges? What are the benefits? Stepping into the internet – A look at VWs Today’s discussion – Social Media & VWs
Interested in a tour? Stepping into the Internet: A tour of Second Life
Within five years, the 3-D Internet will be as important for work as the Web is today. January 2008 By the end of 2011, 80 percent of active Internet users (and Fortune 500 enterprises) will have a “second life”, but not necessarily in Second Life. Steve Prentice Gartner
Towards 3-D Internet Level of Interaction Time Hamilton 2008 Individual - Web 1.0 Thinking Mosaic, Prodigy, Compuserve, AOL, Netscape Connected Web 2.0 Thinking Facebook, Friendster, Yahoo, Blogger, Wikipedia, eBay, Typepad, LinkedIn. Amazon, MySpace, Textamerica, Delicious, HubPages SENSORY 3D Internet Thinking SecondLife, Active Worlds, There, SimsOnline, Club Penguin, World of Warcraft, 3D planets, ToonTown, Habbo, VSlide, Protosphere
No financial crisis in VWs? Increasing members Increasing companies Increasing turnover Wonderland
780,000 users USD 420 mln turnover 2008
Entropia Universe by MindArk Ability to develop skills and sell virtual goods Island sold for USD 26,500 in 2004 Asteroid space resort sold for USD 100,000 in 2005 Clothes Against Violence – limited edition virtual jackets sold for more than same model of real world jackets Virtual universe with real cash economy Fixed exchange rate to US Dollar, 1 USD = 10 PED Five banks auctioned for USD 404,000 in 2007 Real life bank license granted by Swedish Government to MindArk Bank in March 2009 A business model like the real world Raw materials and skills needed to build Goods deteriorate and need to be replenished
Second Life – one example of a virtual world Machinama film by Duke CE on SSE MBA http://www.youtube.com/watch?v=Bi5i3UwVvbg
“ Clearly if social activity migrates to synthetic worlds, economic activity will go there as well.” Castranova Joe Miller, Linden Lab 16 Million members 1.1 Million active residents 350,000 Hours of use per day 87,500 Hours development time/day $1.6 Billion worth of free work per year 163 Virtual square miles (5X Boston) 520,000 Unique items traded/month
Leveraging Networks And Social Media Teigland
“ We think it has potential as a way of doing business. We’re just experimenting with it ourselves but we see massive potential in the human interaction you can bring. It’s a big browsing environment in many ways.” - IBM Director
Recruiting Job Fairs
Improving internal effectiveness Unilever is running an extensive pilot in SL
In-house training and education IFL at SSE and Duke Corporate Education Co-developing and running virtual team building exercise
Co-creating solutions for today… Philips Design Group Lead-user innovation workshops
… as well as for tomorrow HSB: Building the house of the future in a competition with KTH and Chalmers architecture students
Increasing effectiveness in traditional industries “ Soon all fashion designers will be originating their designs and managing the production in virtual worlds ….Why such a dramatic change? Economics, pure and simple .” Shenlei Winkler, Director Fashion Research Institute
3D internet Before the first plate of aluminum is even bent for production, the passengers will have flown, the crew will have serviced, and the pilots will have flown the plane. CEO of Boeing supplier
China is making big efforts in virtual worlds! “ Virtual economy district – a world where millions will work, communicate, and be in love” Reaching out to the 150 mln overseas Chinese 7 million inworld at same time Ability to borrow money to finance operations through Mind Bank www.crd.gov.cn, www.foreignpolicy.com “ The real China is only a piece of land. We believe that there must be a China in the virtual world and the real world.” Robert Lai, Chief Scientist, CRD
MMOGs still dominate World of Warcraft 374,000 hours played each day or 50,000 man days each day 8.5 mln players worldwide Xfire.com, MMPORG.com Korean Free to Play (F2P) 4 of top 10 MMOGs in Western world Silkroad Online #1 in West MapleStory with >50 mln players
The opportunities are endless……. http://static.flickr.com/47/110109290_2189217cee.jpg
Where are we today with virtual worlds? Business opportunities limited? Many real world firms have virtual world presence, but difficulty turning it into an effective, profitable sales channel Few RoI success stories for real world firms - disconnect between real world companies/products and SL fantasy avatars? Multinationals now turning to internal focus, i.e., how can VWs be used to improve effectiveness (intraverses)? IBM signs agreement with Linden Lab Limited number of individual success stories ~150 other individuals making >$5000 per month “ Trapped” in real world activities? But educational and training uses are taking off! Schools and universities across the globe are experimenting across all disciplines
What should you do in virtual worlds? Experiment, “play”, and learn Stay on the look-out Consider creating independent operations Don’t forget other emerging media
We digitized audio and video, why can’t we just digitize, you know, Earth” Philip Rosedale, Chairman Linden Lab
“ I think there’s a world market for maybe five computers.” Thomas Watson, Chairman of IBM, 1943 “ There is no reason anyone would want a computer in their home.” Ken Olson, President, Chairman and Founder of Digital Equipment Corporation, 1977 “ Heavier-than-air flying machines are impossible.” Lord Kelvin, President, Royal Society, 1895
Thanks and see you in world! Karinda Rhode aka Robin Teigland [email_address] www.knowledgenetworking.org www.slideshare.net/eteigland
Sources and acknowledgements Books Barabási, Linked: The New Science of Networks . Perseus, 2002 Burt, Structural Holes, 1992 Castells, The Rise of the Network Society . Blackwell, 2000 Cross & Parker, The Hidden Power of Social Networks . Harvard Business School, 2004 Gladwell, The Tipping Point . Abacus, 2001 Scott, Social Network Analysis . Sage, 2000 Teigland, Knowledge Networking , SSE, 2003 Teten & Allen, The Virtual Handshake . American Management Assoc., 2007 Homepages Wayne Baker, webuser.bus.umich.edu/wayneb/ Stephen Bird, people.bu.edu/sbird Steve Borgatti, www.socialnetworkanalysis.com Rob Cross, www.robcross.org International Network for Social Network Analysis http://www.insna.org/ David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml Valdis Krebs, www.orgnet.com Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html Steve Mahaley, www.dukece.com James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm Giancarlo Oriani, www.informalorg.eu (In Italian) Barry Wellman, www.chass.utoronto.ca/~wellman/
Sources and acknowledgements (cont’d) Articles and Research Papers Cross, Baker, & Parker, “What creates energy in organizations?”, Sloan Management Review , Summer 2003. Cross, Parise, & Weiss, “Driving Strategic Change with a Network Perspective”, Network Roundtable working paper, 2006. Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdf Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007. Coleman, D. Virtual Team Spaces, 2006. Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.). Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, and Organizations with Technology . John Wiley & Sons, Inc.: New York, 1997. Maznevski, M. High performance from global virtual teams, 2001. Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. International Journal of Project Management . Schermerhorn, Jr., J., Management , 2004.
Sources and acknowledgements (cont’d) Online sources Bodnar, http://socialmediab2b.com/2009/05/b2b-social-media-newsroom/comment-page-1/#comment-80 Gurteen, Online Information 2007: KM goes Social, http://www.slideshare.net/dgurteen/km-goes-social-194717 Poole, IBM: Web 2.0 goes to work, http://www.slideshare.net/jward5519/ibm-web-2-0-goes-to-work-presentation

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Leveraging Networks And Social Media Teigland

  • 1. Leveraging Networks and Social Media in a Multinational Company May 2009 Dr. Robin Teigland Stockholm School of Economics [email_address] www.knowledgenetworking.org www.slideshare.net/eteigland 1-
  • 2. Introduction to networks Why the interest? What are some network basics? What about power? What about performance? What does this mean for you? Creating value through social media and networks Today’s discussion – Networks & Social Media
  • 3. 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
  • 4. Did You Know: Shift Happens http://www.youtube.com/watch?v=pMcfrLYDm2U How are these trends affecting you and your organization?
  • 5. A world of rapidly growing knowledge …. > A person’s lifetime in 18th century One week 2008 Fischbowl 2007
  • 6. … that becomes quickly outdated …. 50% knowledge relevant 50% knowledge outdated First year of technical-based education Third year of education
  • 7. Human capacity cannot keep up… Cohen & Levinthal 1989 Growth Time Information and knowledge Human absorptive capacity
  • 8. Yet, the world is “shrinking” family local colleagues friends old colleagues colleagues at other offices Just a click away… virtual communities local networks old classmates avatars business contacts social media contacts referrals
  • 9. A new workforce is appearing… Mahaley 2008, Merrill Lynch 1999, Beck and Wade, Prensky “ Digital Immigrants” “ Digital Natives” Company loyalty Work ≠ Personal Learning=Behind the desk Professional loyalty Work = Personal Learning=Fun and games
  • 10. … with skills in using social media tools to reach out… Rey 2008 Communication Personal Media Self-expression Collective Intelligence Content Production
  • 11. … to build relationships, find information and knowledge, solve problems, and learn Mahaley 2008
  • 12. 6 degrees of separation Milgram 1967, DesAutels 2008
  • 13. ” No one knows everything, everyone knows something, all knowledge resides in humanity.” networks Adapted from Lévy 1997
  • 14. History tends to repeat itself…. Steam engine Internal combustion engine Microelectronics Late 18 th C Late 19 th C Late 20 th C Schön 2008 Third industrial revolution?
  • 15. Shifting sources of value Open business model Competitive advantage through leveraging external resources (Chesborough 2003) Permeable organizational boundaries Redefinition of acceptable sources of value and knowledge Potential sources of value Users as organizational resource (von Hippel 1988, 2005) User interactions with organizations creates value through user-generated content (Di Gangi & Wasko forthcoming) Di Gangi 2008
  • 16. Introduction to networks Why the interest? What are some network basics? What about power? What about performance? What does this mean for you? Creating value through social media and networks Today’s discussion – Networks & Social Media
  • 17. What is a network? A set of actors connected by ties Ties/Links Knowledge, trust, team, sit by, dislike, etc. Alliance, customer, investment, etc. Tie Actors/Nodes Individuals Teams, organizations, etc. Actor
  • 18. Swedish hip hop artists Liljeros 2006 ?? Timbuktu
  • 19. Networks of firms Dahlin 2007 Nocom Ericsson Telia Nokia TietoEnator
  • 20. Uncovering networks in an organization Formal organization Teigland et al. 2005 R&D organization Informal organization
  • 21. Individuals within a firm Mattsson 2004 < 1 yr 1-5 yrs 5-10 yrs 10-15 yrs > 15 yrs Time at firm
  • 22. Central connectors within one location Bottleneck  Teigland 1998 Surprise!! Stockholm
  • 23. Boundary spanners between locations Stockholm London Brussels Helsinki Madrid Copenhagen Transferred from Stockholm Teigland 1998 San Francisco
  • 24. Proximal collaboration When people are more than 50 feet apart, the likelihood of them collaborating more than once a week is less than 10%. Allen 1984
  • 25. Communication still occurs within formal silos US-based MNC with 30 product divisions 30,328 people for 3 months in 2006 > 114 mln emails and meetings Where does communication occur? Vast majority is within business unit and functional boundaries, not across them Who are the boundary spanners? Women Mid- to high-level executives Sales & Marketing executives Kleinbaum et al 2008
  • 26. Trust & reciprocity are essential for knowledge exchange in networks
  • 27. … and most importantly, management cannot mandate social relationships John Eva Hans Miguel Paul Jan Lars Pia Anna Nils Bill Erik Mike Al Alex
  • 28. Peripheral players between organizations San Francisco Stockholm London Brussels Helsinki Madrid Copenhagen Teigland 1998 Other firms Electronic communities
  • 29. Dual loyalties Loyalty Loyalty Organization Professional network Teigland 2003
  • 30. Increasing job turnover Time Number of jobs in lifetime Estimated time at one organization in Silicon Valley: ~18 months CNET 2000
  • 31. Individuals make choices about how they use their knowledge… Knowledge resides in the minds of individuals Individuals make own choices about knowledge Share openly for the benefit of the organization Protect and use only in work practice Perception that an individual’s value is diminished if share knowledge Knowledge is power Protect and use only in external relationships for own benefit Knowledge leakage Leave the firm and take knowledge with them
  • 32. Individuals between business firms SEB Ray-Adams & Sandberg 2000 Interlocking directorates of Sweden’s 110 largest firms, 2000 ??
  • 33. ” Birds of a feather flock together” “ Lika barn leka bäst” People find similar people attractive and develop relations with people like themselves Our networks tend to be homogeneous and not heterogeneous Marsden 1987, Burt 1990
  • 34. Introduction to networks Why the interest? What are some network basics? What about power? What about performance? What does this mean for you? Creating value through social media and networks Today’s discussion – Networks & Social Media
  • 35. What is the relationship between networks and power? Power: Access to and control over resources
  • 36. How does informal power arise? Krebs 2004 Jack gains informal power, weakening the boss Lisa’s formal power… Jill Jack Bob Lars Anna Sue Lisa Mira Sam Fred
  • 37. How does informal power arise? … and now Jack’s informal power is greater than the boss Lisa’s formal power Krebs 2004 Jill Jack Bob Lars Anna Sue Lisa Mira Sam Fred
  • 38. Your network position is related to power Betweenness Control over what flows in the network How often are you on the shortest path between 2 individuals? Closeness Access to what flows in the network How quickly can you reach all others in the network? Krebs 2004 Jill Jack Bob Lars Anna Sue Lisa Mira Sam Fred
  • 39. Introduction to networks Why the interest? What are some network basics? What about power? What about performance? What does this mean for you? Creating value through social media and networks Today’s discussion – Networks & Social Media
  • 40. What is the relationship between networks and performance?
  • 41. Two individuals with the same number of contacts… B A
  • 42. … but with very different access to resources B A
  • 43. Bridging unconnected groups brings advantages More rapid promotions Greater career mobility More adaptable to changing environments Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi
  • 44. Performance differs based on one’s network Firm A Low on-time High Creative High on-time Low creative Teigland 2003 High creative Virtual community Firm B
  • 45. When you hire someone,… … ..you “hire” his or her network.
  • 46. The strength of weak ties Network A’s knowledge Network D’s knowledge Network B’s knowledge Network C’s knowledge Granovetter 1973
  • 47. Two divisions within Sundlink (Öresund Bridge) Section 1 Section 2 Improved efficiency over time Stagnant performance over time Schenkel & Teigland 2008
  • 48. More social get-togethers and coffee breaks are not the solution
  • 49. “ Managing” networks in your organization Before After Anklam & Welch 2005 1. Uncover networks 2. Analyze networks 3. Improve connectedness
  • 50. Changing the physical layout Cross, Parise, Weiss 2006 Open-space environment led to impromptu meetings and connections necessary for new ideas and innovations Easy access to key individuals since no closed offices Increased knowledge flow of customer and supplier needs since awareness of their visits
  • 51. Comparing performance across firms Teigland et al 2000
  • 52. Hewlett-Packard (1990s) Networking activities recognized and rewarded at individual and unit levels Management support for informal and formal networking activities across internal and external boundaries Best practice task group Personal initiatives Extensive socialization : personnel rotation, cross-office teams A visionary organization Clearly defined mission: ”To make technical contributions for the advancement and welfare of humanity” Supporting core values, e.g., teamwork, helpfulness Company-wide goal of World’s Best Laboratory Teigland et al 2000
  • 53. Avoid creating insular networks http://www.enronexplorer.com/focus/19185#
  • 54. eZ Systems and the eZ ecosystem: #1 open source content management software eZ Partners Community Customers Enterprise open source – “Grow the cake” 60 Employees in 8 countries (Europe & Asia) 230+ Partners 5000+ Customers 30,000+ Community members www.ez.no Skien, Norway
  • 56. The Enterprise Open Source Business Model Subscription-based business model
  • 57. Some leadership challenges! When employees are more than 50 feet apart, the likelihood of them collaborating more than once a week is less than 10%. Knowledge is sticky within the firm, but flows easily across organizational boundaries within networks of practice. Our networks tend to be homogeneous – we tend to develop relations with people like ourselves. The higher the diversity of team members, the higher the potential for conflict and poor results. Creating a knowledge sharing culture requires a holistic perspective Allen 1984, Burt 1992, Brown & Duguid 2002, Marsden 1987, Ruuska & Teigland 2009, Teigland 2003
  • 58. Introduction to networks Why the interest? What are some network basics? What about power? What about performance? What does this mean for you? Creating value through social media and networks Today’s discussion – Networks & Social Media
  • 59. So, what does this mean for you? An actor’s position in a social network, i.e., social capital, determines in part the actor’s opportunities and constraints Casper & Murray 2002 German biotech scientists
  • 60. Myths and reality checks about networks I already know what is going on in my network We can’t do much to help informal networks To build networks, you have to communicate more Adapted from Cross et al. 2002
  • 61. High performers leverage networks (in top 20% of organization’s HR ratings) Structural – Position themselves at key points in the network and leverage networks to get things done Relational – Invest in relationships that extend expertise and that help to avoid learning biases and career traps Behavioral – Understand and cultivate the value of networks and focus on building high quality relationships, not just big networks Cross, Parise, & Weiss 2006
  • 62. What is network leadership? Changing the order of things… By inspiring others to see the possibilities and enabling them to act on them… While having only a “blank business card”
  • 63. Leading through networks Overcome forces for stability through developing a shared interest in your vision Gain access to resources through strategically building your networks Leverage diversity to develop the best solutions Foster relationships through building trust and open communication Continuously scan the environment for drivers of change I f you love knowledge, set it free …
  • 64. Higher performers create energy in their interactions with others Those who energize others are higher performers while those who drain energy are lower performers Get higher commitment from others Motivate others so get resources they need Help others learn How do they do this? Create a compelling vision – see the possibilities and not the roadblocks Enable others to contribute meaningfully to achieving the vision – allowing them to shape the road Are trustworthy – honest and not driven by a hidden agenda Cross, Baker, & Parker 2003
  • 65. Structural holes Advantages of position in information networks Bill Burt 1992, Baker 2003 Dept 3 Dept 4 Dept 1 Dept 2 Barb
  • 66. Build relationships with people at all hierarchical levels Look for complementary skills while maintaining a balance! Cross, Parise, & Weiss 2006 Higher: Help with making decisions, acquiring resources, developing political awareness, explaining organizational activities beyond local setting Equal: Help brainstorm and provide specific help, support, and needed information Lower: Provide best sources of technical information and expertise
  • 67. External networks are growing in importance! Other people around the world Other employes around the world Other employees in your country Co-Workers Friends Large portion of new ideas and formal collaboration relationships come from external contacts You Alex Eyal Your manager Rami’s manager Hila Yaron Yuval Eduardo Ed Muriel Peter Frequent e-mails Infrequent e-mails Web 2.0 Collaboration
  • 68. Go meet someone different or far away Robin and Steve Mahaley from Duke CE in Second Life
  • 69. Develop participation in a variety of networks Strong ties Weak ties Outside organization Inside organization SOCNET
  • 70. Develop three forms of networking Ibarra & Hunter, HBR Jan 2007 Operational Personal Strategic Purpose Getting work done efficiently Enhancing personal and professional development Developing and achieving future priorities Members Mostly internal contacts and focused on current demands Mostly external contacts and focused on current and future interests Both internal and external contacts and focused on future Network attributes Depth through building strong working relationships Breadth through reaching out to contacts who can refer you to others Leverage through creating inside-outside links
  • 71. What do your networks look like? Reflect on your networks What is the balance between your operational, personal, or strategic networks? Which networks would you like to strengthen? What actions can you take to strengthen them?
  • 72. Build relationships before you need them,…. … … while making sure you create value and foster trust.
  • 73. Foster trust to build relationships Coleman 2006 Practices and discipline build trust, not who you are in the formal organization
  • 74. People understand the game We do have certain individuals who …blast out FYI emails…… I think a lot of it is positioning within the organization….. I would say that 99% of those emails/articles are irrelevant…. are deleted. If I find something interesting …… I would send it to relevant people, but I certainly wouldn’t send it to everyone. Whelan, Teigland, & Donnellan 2008 R&D Scientist
  • 75. The positive spiral of social networks tschaut’s photos Contribution Reciprocity Accumulation Value
  • 76. Myths and reality checks about networks I already know what is going on in my network Those who think they know their network the best are usually the ones who know the least We can’t do much to help informal networks Informal networks can be “managed” through changing the organizational context To build networks, you have to communicate more Networks can be strategically developed Adapted from Cross et al. 2002
  • 77. Introduction to networks Creating value through social media Background What do they mean for multinational corporations? What are some benefits? What are some challenges? Stepping into the internet – A look at VWs Today’s discussion – Social Media & VWs
  • 78. Tomorrow’s workers building skills today World of Warcraft Collaborating and leading across geographies, demographics, and cultures Creating and executing strategies in self-organizing teams Collaborative decision making under pressure All virtually with no face-to-face interaction
  • 79. Traditional media vs social media http://adultaddstrengths.com/2008/11/05/obama-vs-mccain-social-media/
  • 80. The speed of information: The power of social media http://www.youtube.com/watch?v=t8XxcOj3Seo Fortune, Rey 2008
  • 81. Microfinancing: Taking on Wall Street >$30 mln raised to date 5 year projections: $130M – 280M USD On track to be one of largest microfinance funds (Citibank = $100M)
  • 82. Creating value through social media Background What do they mean for multinational corporations? What are some benefits? What are some challenges? Stepping into the internet – A look at VWs Today’s discussion – Social Media & VWs
  • 83. Organizing in MNCs Network picture from http://n-e-r-v-o-u-s.com/blog/?m=200712 Hierarchy Linear, static, process-based organization Heterarchy Dynamic, integrated collaboration networks
  • 84. Why does the multinational exist? Specializes in creation and transfer of knowledge Superior to market as organizational vehicle to transfer knowledge across geographical borders The more tacit the knowledge, the more likely to be transferred within the firm Kogut & Zander 1993 A social community?
  • 85. Hinton 2007 Knowledge flows through communities of practice
  • 86. Web 2.0/3.0 and social media help overcome knowledge challenges Finding and connecting with people internally and externally Building communities Sharing information & knowledge Solving problems & finding solutions Learning informally Overcoming diversity challenges through creating collective competence Shared understanding Shared language and norms Communication Personal Media Self-expression Collective Intelligence Content Production
  • 87. How can social networking sites be leveraged? ringsidenetworks.com
  • 88. Serena Software: Strengthening internal and external relationships through Facebook #1 Applications Lifecycle Management (ALM) & business mashup 96 of Fortune 100 as customers 800 employees in 18 countries across globe Facebook Fridays: One hour every Friday on Facebook to find fun and connect with co-workers, customers, family, and friends Average employee age: 46 27 year old Silicon Valley company >90% of employees on FB
  • 89. eZ Systems and the eZ ecosystem: Creating value through its open source business model eZ Partners Community Customers #1 open source content management software Enterprise open source – “Grow the cake” 60 Employees in 8 countries (Europe & Asia) 230+ Partners 5000+ Customers 30,000+ Community members www.ez.no Skien, Norway
  • 90. eZ Wire enables global conversations
  • 91. IBM – “A marketplace for projects” for its 390,000 employees worldwide http://www.slideshare.net/SOMESSO/speaker-1-bettina-kahlau-presentation
  • 92. IBM – A company reinventing itself $98 bln in sales 2007 Ca. 355,000 employees New values developed by employees in jam sessions Dedication to every client's success Innovation that matters, for our company and for the world Trust and personal responsibility in all relationships
  • 93. At IBM, “BlueIQ” facilitates several functions Communities Create, find, join, and work with communities of people who share a common interest, responsibility, or area of expertise Blogs Use a weblog to present your idea and get feedback from others; learn from the expertise and experience of others who blog Dogear Save, organize and share bookmarks; discover bookmarks that have been qualified by others with similar interests & expertise Activities Organize your work, plan next steps, and easily tap your expanding professional network to help execute your everyday deliverables, faster Profiles Quickly find the people you need by searching across your organization using keywords that help identify expertise, current projects and responsibilities Poole 2008
  • 94. Management cannot mandate social relationships Stockholm London Brussels Helsinki Madrid Copenhagen Transferred from Stockholm Teigland 1998 San Francisco
  • 95. IBM’s Atlas shows the social network of a topic and how to get to someone Poole 2008
  • 96. Ericsson blogs for internal communication Community blogs Knowledge development within one area, eg technical Individuals who want to drive their ideas and gather support Management blogs Managers blog for their own organization Individuals or management groups More of an informal nature, visit to China Individual blogs Personal nature Engage people in one’s interests
  • 97. The future manager portal at Cisco
  • 98. Tomorrow’s meeting Telepresence by Cisco http://www.youtube.com/watch?v=rcfNC_x0VvE
  • 99. Companies are turning to virtual worlds to facilitate the virtual workforce – “Immernets” Public and completely private virtual business worlds (immernets) to recruit, train, collaborate, and innovate Accenture, Cisco, IBM, Intel, Johnson & Johnson, Motorola, Novartis, Philips, Sun, Unilever, …..
  • 100. Improving virtual teaming and cross-cultural skills Task: To build a bridge in your virtual team Designed by Duke CE and Stockholm School of Economics
  • 101. Improving global collaboration Creating immersive workspaces in virtual worlds http://www.youtube.com/watch?v=PnPBQAxUuDE By 2012, Gartner estimates that 70% of organizations will have their own private virtual worlds. (May 2008)
  • 102. IBM - Convergence in virtual spaces mentoring Green Data Center SOA Training Play is how we principally learn and principally create &quot; Ray Kurzweil many to choose from IBM Lotus Tools BMW Training Media Brain Thinking Hamilton, 2009
  • 103. IBM’s jam sessions in Second Life
  • 104. External networks are growing in importance! Other people around the world Other employes around the world Other employees in your country Co-Workers Friends Large portion of new ideas and formal collaboration relationships come from external contacts You Alex Eyal Your manager Rami’s manager Hila Yaron Yuval Eduardo Ed Muriel Peter Frequent e-mails Infrequent e-mails Web 2.0 Collaboration
  • 105. Improving recruiting efforts Job Fairs Accenture recruits in Second Life since 2006 – this recruiting has since paid for itself A manager at a high-tech multinational recruits senior level employees through Orkut, resulting in reduced turnover and headhunter fees Virtualworldnews.com 2008, Hustad & Teigland 2008
  • 106. Using wikis at Target (Retail chain in USA) Purchasers work with vendors all over the world Have seasonal deadlines to purchase items Email did not facilitate interaction A purchasing agent set up wiki-based GroveSite (took only 20 minutes to set up) Invited her vendors to be part of the team Posted drawings and requirements for next season’s fashions Got much better response from vendors Vendors felt much more part of process and more of a partner of Target Coleman 2006
  • 107. Creating new knowledge sources… Closed Expensive Complex Accurate Open Inexpensive Simple Close enough Hinton 2007
  • 108. Crowdsourcing: Capturing the wisdom of crowds What is it? Customer participation in business and business development Why the interest? Experience Ownership Engagement Loyalty Brayrie 2007
  • 109. What can organizations do? Innovation Product development Content generation Decision making Funding Sales & marketing Distribution Brayrie 2007
  • 111. Problem solutions - The Goldcorp Challenge
  • 112. From organization-generated content (OGC) to user-generated content (UGC) Content created by a user to be used by a user Content created by an organization to sell to a user Di Gangi 2008
  • 113. Rapid growth of UGC Web Sites Organizations increasingly introducing UGC websites (e.g., social networking, electronic communities) as organizational resources Deloitte 2008, DiGangi 2008
  • 114. Why are organizations using UGC websites? Deloitte 2008
  • 115. GE Healthcare on Twitter
  • 116. GE Healthcare on LinkedIn
  • 117. Examples at Dell DiGangi 2008, Brayrie 2007 Self-support Product development
  • 118. Building the Dell community Brayrie 2007
  • 119. Motorola Q – Creating content
  • 120. Scania Social Media Newsroom “ One of the best B2B newsrooms I have seen.” -Bodnar, May 10, 2009
  • 121. Scania Social Media Newsroom – Blog comments Content is clearly something that Scania has made a priority….aggregate, categorized, and tagged. But only written content is traditional product releases. …no white papers, case studies, or other written documents that could add additional value for a site visitor http://socialmediab2b.com/2009/05/b2b-social-media-newsroom/comment-page-1/#comment-80
  • 122. Engaging readers in content creation http://socialmediab2b.com/2009/05/b2b-social-media-newsroom/comment-page-1/#comment-80
  • 123. Suggestions for Scania’s Internet Communications Manager Include sales materials for sales team to download and allow comments to help generate feedback from customers. Showcase more customer experiences: written case studies, testimonials, videos with customers, etc. Focus on search add content that is focused on your key search terms as a way to build awareness with a new audience. Add a live chat function to answer customer questions or media questions in real-time. http://socialmediab2b.com/2009/05/b2b-social-media-newsroom/comment-page-1/#comment-80
  • 124. Social media at your company? How are social media used internally and externally at your company? Are there any benefits? What could you do to better leverage social media? Some search words for search engines Social media, Social networking, Web 2.0, Enterprise 2.0 Some sites Company homepage blogs www.wikipedia.org www.slideshare.net www.youtube.com www.flickr.com www.linkedin.com www.facebook.com www.twitter.com
  • 125. Match the tool to the purpose Tool Purpose Example Blogs/Microblogs Conversation Relationship building Information sharing Getting customer and employee feedback Sun Microsystems Ericsson GE Healthcare Discussion forums Self-support Solution finding Customer engagement Dell Wikis Collaboration Mutual problem solving Engagement Motorola Swedbank Social networking sites Community development Relationship building Building loyalty Solution finding Serena Software Victoria’s Secret Jeep Virtual worlds Collaboration Innovation Engagement Knowledge accidents Nokia Philips IBM
  • 126. Creating value through social media Background What do they mean for multinational corporations? What are some benefits? What are some challenges? Stepping into the internet – A look at VWs Today’s discussion – Social Media & VWs
  • 127. Why use these new social media tools? Melcrum 10/07
  • 128. What about business results? Driving innovation into products faster Enabling employees to be more productive, more knowledgeable, faster Harnessing the knowledge of the wise , before they retire Being more responsive to customers, with knowledge from subject experts you may or may not know Poole 2008
  • 129. Profitable growth through higher efficiency and innovation Preventing the waste of valuable resources - avoid reinventing the wheel Ensuring the use of leading-edge technology and thinking across the firm Increasing customer satisfaction through shorter lead-times and consistent behavior Creating a competitive cost structure Facilitating breakthrough and incremental innovations through combination of technologies and ideas from across and outside the firm An attractive workplace that encourages cross-functional co-operation across the globe Attracting and retaining key individuals What about business results?
  • 130. Are there any numbers to back this? Among the clients surveyed by Select Minds, corporate social networking resulted in: Productivity Contributions: Increase in productivity by an average of 10% Retention Contributions: Increase in retention by an average of 9% Increases in New Business: Increase new business by an average of 12% Rehiring Former Employees: On average, rehires made through their Corporate Social Networking program…. become fully productive 49% faster than all experienced hires became Star Performers (66%), versus 26% of experienced hires Select Minds 2008: &quot;Corporate Social Networking: Increasing the Density of Workplace Connections to Power Business Performance&quot;
  • 131. Are there any b enefits from social media, or is it all hype? Poole 2008: IBM Global Technical Services Knowledge Community of Practice Business Impact Survey 2007, completed by approximately 2,300 respondents
  • 132. Creating value through social media Background What do they mean for multinational corporations? What are some benefits? What are some challenges? Stepping into the internet – A look at VWs Today’s discussion – Social Media & VWs
  • 133. However, there are challenges…. Resistance from top management Difficulty to measure and validate value of web 2.0 Knowledge trading and leakage outside of firm Social overload and role conflict Poor organizational stewardship Web 2.0 and social networking are typically of a more grassroots nature – their implementation in more traditional hierarchical organizations may result in tension between employees and management Hustad & Teigland 2008
  • 134. Fear of loss of power at the top Cross, Parise, & Weiss 2006
  • 135. Is knowledge trading good or bad for a firm? We pass over the nondisclosure agreements of different companies and trade company secrets all the time.
  • 136. Who owns the knowledge? Organizational information vs. Personal expertise
  • 137. Social overload and role conflict Loyalty Loyalty Organization Professional network Teigland 2003
  • 138. Do employees know how to represent the company when using external social media? Statoil-Hydro Love at 150 m below sea level!
  • 139. IBM’s blogging policy & guidance, created by the employees Policies based on IBM’s Business Conduct Guidelines Apply internally and externally Available on ibm.com “ blogging guidelines” Adapted from Poole 2008
  • 140. Company guidelines for using social media internally and externally Trust your employees, and don’t ban social media Use wikis to enable employees to create the company guidelines, eg IBM Yahoo’s best practice guidelines for blogging (http://jeremy.zawodny.com/yahoo/yahoo-blog-guidelines.pdf) Be respectful of your colleagues Get your facts straight Provide context to your argument Engage in private feedback When trusted, employees feel empowered to do the right thing!
  • 141. Promoting 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
  • 142. Users create their own meanings Wesch 2008
  • 143. There is nowhere to hide http://www.youtube.com/watch?v=t8XxcOj3Seo Fortune, Rey 2008 Monitor social media sites and react in a timely fashion
  • 144. Treat like any change project Kotter 1996 2. Form a powerful guiding coalition 1. Establish a sense of urgency 3. Create a vision 8. Anchor new approaches 4. Communicate the vision 5. Empower others to act on the vision 6. Plan for and create short-term wins 7. Consolidate improvements and produce more change
  • 145. Creating value through social media Background What do they mean for multinational corporations? What are some benefits? What are some challenges? Stepping into the internet – A look at VWs Today’s discussion – Social Media & VWs
  • 146. Watch out! Forces converging…. People Net generation Neuroplasticity New demands Technology Social software (Web 2.0) Broadband access Mobile hardware Business Environment Globalization Pace and change Information load Mahaley 2008
  • 147. What one listener emailed me after…. When I got home last night, my 17 year old son was doing what he usually does – sitting at the computer online with his friends…But after hearing this presentation, I couldn’t help but be interested in what he really was doing. So, when I looked more closely, I saw that he was involved in three separate conversations - all at the same time, and not only that, he was also following the discussions on one of the school’s forums. Then he said, “Mom, you grown-ups are sooooo behind…..think how much you could get done if you worked like this!”
  • 148. Discussion – Some questions to ponder What defines the boundaries of the MNC? From nonporous to porous Ecosystems and “open source” What defines an employee of the MNC? From binary membership to fuzzy membership Microemployees and community members Where is the MNC located? From the physical to the blended (physical & virtual) Labor “mobility” Are we stuck in a traditional mindset? Knowledge creation and transfer in MNCs superior to the market…..but is it superior to networks?
  • 149. “ Leading by values is very different …..It is empowering .. Rather than burden our people with excessive controls, we are trusting them to make decisions and to act based on values... In today's world, where everyone is so interconnected and interdependent …. If we're going to solve the biggest, thorniest and most widespread problems in business and society, we have to innovate in ways that truly matter. And we have to do all this by taking personal responsibility for all of our relationships - with clients, colleagues, partners, investors and the public at large. This is IBM's mission as an enterprise, and a goal toward which we hope to work with many others, in our industry and beyond. Samuel Palmisano, IBM Chairman, President, and CEO
  • 150. So, what does all this mean? Organizations have to develop their networks globally - both inside and out Organizations have to leverage social media such as virtual worlds To win the war for talent To innovate for competitive advantage Organizations have to cultivate an open, knowledge sharing culture I f you love knowledge, set it free …
  • 151. Creating value through social media Background What do they mean for multinational corporations? What are some challenges? What are the benefits? Stepping into the internet – A look at VWs Today’s discussion – Social Media & VWs
  • 152. Interested in a tour? Stepping into the Internet: A tour of Second Life
  • 153. Within five years, the 3-D Internet will be as important for work as the Web is today. January 2008 By the end of 2011, 80 percent of active Internet users (and Fortune 500 enterprises) will have a “second life”, but not necessarily in Second Life. Steve Prentice Gartner
  • 154. Towards 3-D Internet Level of Interaction Time Hamilton 2008 Individual - Web 1.0 Thinking Mosaic, Prodigy, Compuserve, AOL, Netscape Connected Web 2.0 Thinking Facebook, Friendster, Yahoo, Blogger, Wikipedia, eBay, Typepad, LinkedIn. Amazon, MySpace, Textamerica, Delicious, HubPages SENSORY 3D Internet Thinking SecondLife, Active Worlds, There, SimsOnline, Club Penguin, World of Warcraft, 3D planets, ToonTown, Habbo, VSlide, Protosphere
  • 155. No financial crisis in VWs? Increasing members Increasing companies Increasing turnover Wonderland
  • 156. 780,000 users USD 420 mln turnover 2008
  • 157. Entropia Universe by MindArk Ability to develop skills and sell virtual goods Island sold for USD 26,500 in 2004 Asteroid space resort sold for USD 100,000 in 2005 Clothes Against Violence – limited edition virtual jackets sold for more than same model of real world jackets Virtual universe with real cash economy Fixed exchange rate to US Dollar, 1 USD = 10 PED Five banks auctioned for USD 404,000 in 2007 Real life bank license granted by Swedish Government to MindArk Bank in March 2009 A business model like the real world Raw materials and skills needed to build Goods deteriorate and need to be replenished
  • 158. Second Life – one example of a virtual world Machinama film by Duke CE on SSE MBA http://www.youtube.com/watch?v=Bi5i3UwVvbg
  • 159. “ Clearly if social activity migrates to synthetic worlds, economic activity will go there as well.” Castranova Joe Miller, Linden Lab 16 Million members 1.1 Million active residents 350,000 Hours of use per day 87,500 Hours development time/day $1.6 Billion worth of free work per year 163 Virtual square miles (5X Boston) 520,000 Unique items traded/month
  • 161. “ We think it has potential as a way of doing business. We’re just experimenting with it ourselves but we see massive potential in the human interaction you can bring. It’s a big browsing environment in many ways.” - IBM Director
  • 163. Improving internal effectiveness Unilever is running an extensive pilot in SL
  • 164. In-house training and education IFL at SSE and Duke Corporate Education Co-developing and running virtual team building exercise
  • 165. Co-creating solutions for today… Philips Design Group Lead-user innovation workshops
  • 166. … as well as for tomorrow HSB: Building the house of the future in a competition with KTH and Chalmers architecture students
  • 167. Increasing effectiveness in traditional industries “ Soon all fashion designers will be originating their designs and managing the production in virtual worlds ….Why such a dramatic change? Economics, pure and simple .” Shenlei Winkler, Director Fashion Research Institute
  • 168. 3D internet Before the first plate of aluminum is even bent for production, the passengers will have flown, the crew will have serviced, and the pilots will have flown the plane. CEO of Boeing supplier
  • 169. China is making big efforts in virtual worlds! “ Virtual economy district – a world where millions will work, communicate, and be in love” Reaching out to the 150 mln overseas Chinese 7 million inworld at same time Ability to borrow money to finance operations through Mind Bank www.crd.gov.cn, www.foreignpolicy.com “ The real China is only a piece of land. We believe that there must be a China in the virtual world and the real world.” Robert Lai, Chief Scientist, CRD
  • 170. MMOGs still dominate World of Warcraft 374,000 hours played each day or 50,000 man days each day 8.5 mln players worldwide Xfire.com, MMPORG.com Korean Free to Play (F2P) 4 of top 10 MMOGs in Western world Silkroad Online #1 in West MapleStory with >50 mln players
  • 171. The opportunities are endless……. http://static.flickr.com/47/110109290_2189217cee.jpg
  • 172. Where are we today with virtual worlds? Business opportunities limited? Many real world firms have virtual world presence, but difficulty turning it into an effective, profitable sales channel Few RoI success stories for real world firms - disconnect between real world companies/products and SL fantasy avatars? Multinationals now turning to internal focus, i.e., how can VWs be used to improve effectiveness (intraverses)? IBM signs agreement with Linden Lab Limited number of individual success stories ~150 other individuals making >$5000 per month “ Trapped” in real world activities? But educational and training uses are taking off! Schools and universities across the globe are experimenting across all disciplines
  • 173. What should you do in virtual worlds? Experiment, “play”, and learn Stay on the look-out Consider creating independent operations Don’t forget other emerging media
  • 174. We digitized audio and video, why can’t we just digitize, you know, Earth” Philip Rosedale, Chairman Linden Lab
  • 175. “ I think there’s a world market for maybe five computers.” Thomas Watson, Chairman of IBM, 1943 “ There is no reason anyone would want a computer in their home.” Ken Olson, President, Chairman and Founder of Digital Equipment Corporation, 1977 “ Heavier-than-air flying machines are impossible.” Lord Kelvin, President, Royal Society, 1895
  • 176. Thanks and see you in world! Karinda Rhode aka Robin Teigland [email_address] www.knowledgenetworking.org www.slideshare.net/eteigland
  • 177. Sources and acknowledgements Books Barabási, Linked: The New Science of Networks . Perseus, 2002 Burt, Structural Holes, 1992 Castells, The Rise of the Network Society . Blackwell, 2000 Cross & Parker, The Hidden Power of Social Networks . Harvard Business School, 2004 Gladwell, The Tipping Point . Abacus, 2001 Scott, Social Network Analysis . Sage, 2000 Teigland, Knowledge Networking , SSE, 2003 Teten & Allen, The Virtual Handshake . American Management Assoc., 2007 Homepages Wayne Baker, webuser.bus.umich.edu/wayneb/ Stephen Bird, people.bu.edu/sbird Steve Borgatti, www.socialnetworkanalysis.com Rob Cross, www.robcross.org International Network for Social Network Analysis http://www.insna.org/ David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml Valdis Krebs, www.orgnet.com Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html Steve Mahaley, www.dukece.com James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm Giancarlo Oriani, www.informalorg.eu (In Italian) Barry Wellman, www.chass.utoronto.ca/~wellman/
  • 178. Sources and acknowledgements (cont’d) Articles and Research Papers Cross, Baker, & Parker, “What creates energy in organizations?”, Sloan Management Review , Summer 2003. Cross, Parise, & Weiss, “Driving Strategic Change with a Network Perspective”, Network Roundtable working paper, 2006. Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdf Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007. Coleman, D. Virtual Team Spaces, 2006. Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.). Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, and Organizations with Technology . John Wiley & Sons, Inc.: New York, 1997. Maznevski, M. High performance from global virtual teams, 2001. Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. International Journal of Project Management . Schermerhorn, Jr., J., Management , 2004.
  • 179. Sources and acknowledgements (cont’d) Online sources Bodnar, http://socialmediab2b.com/2009/05/b2b-social-media-newsroom/comment-page-1/#comment-80 Gurteen, Online Information 2007: KM goes Social, http://www.slideshare.net/dgurteen/km-goes-social-194717 Poole, IBM: Web 2.0 goes to work, http://www.slideshare.net/jward5519/ibm-web-2-0-goes-to-work-presentation

Editor's Notes

  • #2: 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&amp;D units of three multinationals, HP, Ericsson, and Xerox. At beginning 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