social networks
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TRANSCRIPT
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
©2013 L. SCHLENKER
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
©2013 L. SCHLENKER
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
CasesExperienceEconomy
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
CasesExperienceEconomy
Conflict
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Who leads the flock?
Telecommunications Textiles Medicine Leisure Automobile Household appliances…
Separation, alignment, cohesion
Social Business
CasesExperienceEconomy
Conflict
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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
CasesExperienceEconomy
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
CasesExperienceEconomy
Conflict
What do we really have to know?
Patti Anklam The Social-Network Toolkit
Social Business
CasesExperienceEconomy
Conflict
How does work really get done?
Social Business
CasesExperienceEconomy
Conflict
How does the brain comunicate?
Social Business
CasesExperienceEconomy
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
©2006 LHST sarl
What does KM mean?
Patti Anklam The Social-Network Toolkit
Introduction Networks ApplicationChallenges Value
©2006 LHST sarl
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.
Introduction Networks ApplicationChallenges Value
©2006 LHST sarl
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
Introduction Networks ApplicationChallenges Value
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Networks
• Common objectives – shared meaning
• Actors and actants
• Innovation closely tied to organisation
• Possibilities tied to societal environment
Introduction Networks ApplicationChallenges Value
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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
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Complexity
Introduction Networks ApplicationChallenges Value
Long version Short version
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What can I learn from chaos?
Introduction Networks ApplicationChallenges Value
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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
Introduction Networks ApplicationChallenges Value
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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
Introduction Networks ApplicationChallenges Value
©2006 LHST sarl
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 .
Introduction Networks ApplicationChallenges Value
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The coming of fat tails
Introduction Networks ApplicationChallenges Value
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How does work really get done?
Introduction Networks ApplicationChallenges Value
©2006 LHST sarl
How does the brain comunicate?
Introduction Networks ApplicationChallenges Value
Five characteristics
• User based• Interactive• Community driven• Structured by relationships• Emotional content
http://socialnetworking.lovetoknow.com/Characteristics_of_Social_Networks
Introduction Networks ApplicationChallenges Value
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
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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
Introduction Networks ApplicationChallenges Value
Social Network Characteristics
©2006 LHST sarl
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
Introduction Networks ApplicationChallenges Value
Six core layers of knowledge
©2008 LHST sarl
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
Introduction Networks ApplicationChallenges Value
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The work network
Introduction Networks ApplicationChallenges Value
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Zopa
• 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
Introduction Networks ApplicationChallenges Value
©2006 LHST sarl
The social network
Introduction Networks ApplicationChallenges Value
©2006 LHST sarl
Linked-in
Introduction Networks ApplicationChallenges Value
Organizational Network Applications
©2006 LHST sarl
Introduction Networks ApplicationChallenges Value
What’s behind a relationship?
Introduction Networks ApplicationChallenges Value
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The career network
Introduction Networks ApplicationChallenges Value
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Map Orientation- Euromap
Introduction Networks ApplicationChallenges Value