social networks

Social Business

The Amaté platform

Social NetworksMay 21th 2014

- Preliminary Draft -

Agenda

I. ConflictII. Social NetworksIII. ComplexityIV. Case Studies

Social Business

CasesExperienceEconomy

Conflict

A social network is a map of the relationships between individuals, indicating the ways in which they are connected.

• The world is composed of networks rather than tightly-bounded groups

• Networks provide flexible means of social organization and of thinking about social organization

• Networks have emergent properties of structure and composition

The Key Question

Partners

Stockholders

Clients

Employees

How can the social business enhance organizational productivity?

Social Business strategies help us understand the motivations, experience and objectives of the internal and external clients of the organization

ExperienceEconomy

CasesSocial Business

Conflict

The Answer(s)

Focus Improve Knowledge Leverage Measure

CRM Processes Explicit Transactions Efficiency

Social CRM Relationships Implicit Message Effectiveness

SNA Informal networks

Emerging Interactions Innovation

Transformation Places Layered Ideas Agility

ExperienceEconomy

CasesSocial Business

Conflict

What kept this man awake at night?

Social Business

Conflict

What’s wrong with process centric applications?

• The assumption of order• The assumption of rational

choice• The assumption of intentional

capacity• The assumption of identity

Social Business

Conflict

Who leads the flock?

Telecommunications Textiles Medicine Leisure Automobile Household appliances…

Separation, alignment, cohesion

Social Business

Conflict

What does a corporation look like?

Organizational rigidity Organic growth

Clearly defined functions Connectivity is the key

Organizational boundaries Boundaries are thin and permeable

Corporate strategy Strategy is in the network

Product development cycle

Solution selling

Social Business

Conflict

Trust - in a virtual world

Blind trust "Seeing is believing"

Trustworthiness Personal or product based reputation

Contextual trust What works in a special context

Referred trust Relying on the opinions of those we admire

Vanessa Hall - The Truth About Trust in Business

Content CasesMethodsIntroduction

Is business really about efficiency?Is business really about efficiency?

• Profitability: Profitability measures the added value of an organization in comparing the cost of its resources with that of the products and/or services.

• Utilization: Utilization focuses on the extent to which company resources are employed at any given time.

• Quality: Quality has been defined variously as ‘conformance to standards” as well as ‘client satisfaction’

• Innovation: Innovation can be understood in the context of an organization’s ability to react to real or perceived changes in the market or in the economy.

• Passion: Passion represents the affective response of people to their work environment.

• Effectiveness: Effectiveness can be viewed as an output-input ratio that addresses the question of “doing the right things” to meet customer needs and objectives.

Social Business

Conflict

What do we really have to know?

Patti Anklam The Social-Network Toolkit

Social Business

Conflict

How does work really get done?

Social Business

Conflict

How does the brain comunicate?

Social Business

Conflict

What’s wrong with CRM?

• The assumption of order• The assumption of rational

choice• The assumption of intentional

capacity• The assumption of identity

The need for what Morgan called « the management of meaning »

Introduction Networks ApplicationChallenges Value

What does KM mean?

Patti Anklam The Social-Network Toolkit

Knowledge

• Knowledge is not only history: it is a dynamic/changeable process

• KM is facilitated by technology, but it is primarily about people, working together and about communication

• We need to connect, to put in context, to globalize our information and our knowledge, thus to look for a complex knowledge.

• Knowledge management originates from a strategy that is informative, instructional, and cognitive.

Culture

• Form of individual or collective representation

• Culture isn’t a thing but a process

• Cultural change is a change in representations

• By applying the concepts and principles of complexity thinking we can gain a new understanding of business culture

Networks

• Common objectives – shared meaning

• Actors and actants

• Innovation closely tied to organisation

• Possibilities tied to societal environment

Markets – what do we really see?

• Ordered domain: Known causes and effects.

• Ordered domain: Knowable causes and effects.

• Un-ordered domain: Complex relationships.

• Un-ordered domain: Chaos Introduction Networks ApplicationChallenges Value

Complexity

Long version Short version

What can I learn from chaos?

A chaordic system is a complex and dynamical arrangement of connections between elements forming a unified whole.

• Determinism; • Nonlinearity; • Sensitive Dependence on Initial Conditions;

and • Periodicity

Power Laws

• In physics, a power law relationship between two scalar quantities x and y is any such that the relationship can be written as – <math>y = ax^k\,\!<math>

• where a (the constant of proportionality) and k (the exponent of the power law) are constants.

• in its simplest terms roughly eighty percent of the work is done by twenty percent of the network

It’s a small world

• In reality, the market is nothing but a directed network • No manager or firm can succeed or fail alone, customers,

managers and teams are inherently linked together in social networks.

• The notion of interdependence : managers constitute hubs and nodes of the network, organization learning will filter down and out through the network as a whole.

• six degrees of separation : everyone in the world can be reached through a short chain of acquaintances.

• Change is marked by "phase transitions" from states of disorder to order: "cascading failure“ and “emergent” threats .

The coming of fat tails

How does work really get done?

How does the brain comunicate?

Five characteristics

• User based• Interactive• Community driven• Structured by relationships• Emotional content

http://socialnetworking.lovetoknow.com/Characteristics_of_Social_Networks

Principles of Social Network Analysis• Actors and their actions are viewed as interdependent rather than

independent, autonomous units• Relational ties (linkages) between actors are channels for transfer or

“flow” of resources (either material or nonmaterial)• Network models focusing on individuals view the network structure

environment as providing opportunities for or constraints on individual action

• Network models conceptualize structure (social, economic, political, and so forth) as lasting patterns of relations among actors

(Wasserman/Faust 2008:4) Dr. Denis Gruber

Fundamental Concepts in Network Analysis

• actor• relational tie• dyad• triad• subgroup• group• relation• social network

networks

network culture

Terranova (cultural studies)

sociometry

Moreno (psychotherapy)

‘strength of weak ties’

Granovetter (new ec sociology)

graph theory

White (mathematical sociology)

social capital

Bourdieu (social theory)

social exclusion

Phillipson (social policy)

network society

Castells (social theory) Dr. Denis Gruber

Social Network Characteristics

Characteristic Value

Degree Centrality Number of links

Betweeness Centrality

Role of brokerage

Closeness Centrality

Vector of visibility

Network Centralization

Centralized vs Decentralized

Network Reach Importance of first 3 levels

Boundary Spanners

Linked to Innovation

Peripheral Players Potential Gateways

Six core layers of knowledge

1. The Work Network With whom do you exchange information as part of your daily work routines?

2. The Social Network With whom do you “check in,” inside and outside the office, to find out what is going on?

3. The Innovation Network With whom do you collaborate or kick around new ideas?

4. The Expert Knowledge Network To whom do you turn for expertise or advice?

5. The Career Guidance or Strategic Network.

Whom do you go to for advice about the future?

6. The Learning Network. Whom do you work with to improve existing processes or methods?

Karen Stephenson

The work network

• Peer to peer banking• Zopa categorizes borrower credit grades;

lenders then make offers, borrowers agree to aggegrate rate..

• Zopa distributes the money, completies the legal paperwork, performing identity/credit checks, and enforces collections.

• Zopa mitigates risk for lenders, optimizes market offer for borrowers

• Zopa’s repayment rate is currently 99.35 per cent

The social network

Linked-in

Organizational Network Applications

What’s behind a relationship?

The career network

Map Orientation- Euromap

social networks

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social network

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rational choice

intentional

network

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