Slide 1: Developing a Community Networking Strategy – Steps to Take
Victoria G. Axelrod & Jenny Ambrozek Business of Community Networking, Boston March 25, 2009 Graphic source
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Slide 2: AGENDA
1. Overview & Introductions 2. A Networked Organizations Mindset 3. Personal Network Drawing & Discussion 4. Business Challenge Case 5. Break 6. The CORE Stakeholder Process at work addressing your business challenge
Slide 3: KEY THEMES
1. Organizations are complex networks 2. Analysis tools allow visualizing networks so they can be intentionally worked 3. Ongoing development of tools & technologies continually reshaping how business gets done
Slide 4: Technology Nips at Organizations Heels
S earch L inks A uthoring T ags E xtensions S ignals
Enterprise 2.0 Technology components
Slates
Andrew McAfee,
~
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Slide 5: Web 2.0
”..is the business revolution in the computer industry caused by the move to the internet as platform, and an attempt to understand the rules for success on that new platform. Chief among those rules is this: Build applications that harness network effects to get better the more people use them. (This is what I've elsewhere called "harnessing collective intelligence.") ~ Tim O’Reilly, Radar blog 12/10/06
Slide 6: Enterprise 2.0Andrew McAfee
1. MIT Sloan Review Spring 2006: “Dawn of Emergent Collaboration” 2. Version 2.0 May 27 2006earlier definition of Enterprise 2.0,
“Enterprise 2.0 is the use of emergent social software platforms within companies, or between companies and their partners or customers.” Wikis Blogs Social Networking Software Prediction Markets RSS Links Tags2.
Slide 7: Dion Hinchcliffe
The State of Enterprise 2.0 October 22nd, 2007 ZDNet Blog
“… so I’ve added these. I know SLATES is supposed to be capability based but it also needs to convey the intended outcomes clearly, and social capability in particular is missing.” ~ Dion Hinchcliffe
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Slide 8: Participation is Individual & Complex
Facilitators Roles High Engagement Low Engagement
Adapted from Ross Mayfield April 2006
Attention Connection Participation Contribution
Slide 9: Harnessing Collective Intelligence
? Creating Business Value
Slide 10: http://labs.mozilla.com/2009/02/redesigning-the-labs-website-we-need-you/
Slide 11: Network Road Map
User/Audience
Marketing Investors/ Sponsors /Alliances Development Team
Concept
Management Team
Slide 12: Network Benefits
• Addresses business challenge of organization • Speeds up collaboration time • Improves success of project • Technique competitors will use • Documents known and unknown influencers, contacts and supporters • Reveals degree of influence • Creates a more open system • Provides a look at your whole system • Establishes a more powerful group to convene.
Slide 13: Online Networks
Ideal
Reality
Slide 14: March of Dimes
Slide 15: Challenges Keeping You Up at Night?
Slide 16: Simon sees DUCKS
But, CONSIDER the POND
Slide 17: More than the eye can see
No food web. No ducks
Slide 18: Organizations as Complex Network Webs
Value Networks Customer Co- Creation Partner Networks Knowledge Networks Supply Chains Innovation High Performers Alumni Networks Industry Groups Communities of Practice
Business value created through interaction. Relationships build capital.
Slide 19: Ponds CONNECTED
Watershed ECOSYSTEM
http://www.wildeducation.org/programs/nww06/watershed_illustration2.jpg
Slide 21: Architecting Participation
4. Using multiple tools created value
From Ronald Burt (2000) we were aware of opportunities to create value around ‘structural holes’ in organisational networks. Hence we paid attention when it was suggested that it is ‘…the space between the tools where things happen’ (N. White 2007, pers. comm., 2 July). ~ Ambrozek, Axelrod & Mulliner 2007, Knowledge Tree
STRUCTURAL HOLES and SPACE between the TOOLS
Slide 22: 15,000s Apps and Counting
The Space Between -Where Networks create Value
Slide 23: Consumer Ecosystems define Brand
“Brands aren’t defined by campaigns anymore, but by the consumer ecosystems we nurture to support them.” Mike Mendenhall, chief marketing officer, HP
Slide 24: Network Capital Value
Containers Versus Links
Conventional file directory trees confine information to a strict hierarchical organization and are incapable of expressing the multilayered relationships that exist in the real world.
Power of Association
Associative information organization system-any piece of information can be linked to any other piece.
thebrain.com
Slide 25: Personal Network Drawing Exercise
Eric Edelstein
Dave Duarte
Francois Gossieaux
Victoria Axelrod
William Anderson
Adam Ko
Ray Cha
Jenny Ambrozek
Kimberly Samah
Niki Lambropoulos
Jenni Beattie
Slide 26: Sample Network Drawing
Eric Edelstein Eric Edelstein Dave Duarte Dave Duarte
Francois Gossieaux
Francois Gossieaux
Victoria Axelrod
Victoria Axelrod
William Anderson
Adam Ko
William Anderson
Adam Kovitz
Ray Cha
Ray Cha
Jenny Ambrozek
Kimberly Samah
Jenny Ambrozek
Kimberly Samaha
Niki Lambropoulos
Niki Lambropoulos
Jenni Beattie
Jenni Beattie
Facebook Groups in Business Investigation 2008 Before & After Network Map by Patti Anklam
b
Slide 27: What have we learned so far?
1. Value is created through relationships and interactions. 2. How to put personal networks to work to address a business challenge 3. How considering the collection and intersection of personal networks reveals where social capital lies in an organization. 4. Network analysis can reveal the hidden patterns of relationships and opportunities. 5. What else????
Slide 28: HR IT FIN
Slide 29: The Organizational Challenge Direct control DECREASES
Degree
Enterprise systems
Control
Social Technology
Social Networking Podcasting , Web 3.0 Web 1.0 Blogs Wikis Web 3.0 Web 2.0 Tagging 1991 Search Links Authoring Tags Extensions Signals ,
Ethernet 1973
Time
as social technology INCREASES
Slide 30: =
Slide 31: net WORKing CORE™
∞
Value Roadmap
Past
Present
Emerging Future
Slide 32: net∞WORKing CORE™ for Stakeholder Engagement
• Business Driver- What value are you trying to create? Define business challenge or strategic intent. • Stakeholder Network – Who do you need to bring together for the most productive result? Use ONA. • Survey – What questions might you want answered to resolve your business need? • Analyze survey findings. • Results – Visual network map. • Follow-up interviews to validate data. • Convene network to address business challenge and implement actions.
Engaging Stakeholder Networks to Create Business Value
Slide 33: net∞WORK Thinking and Acting - 10 Dimensions
Organizations Function As Complex Network Webs Work Gets Done Through Individual Networks Knowledge Is Created Through Individual Interactions Patterns Of Participation Impact Knowledge Flows ONA Reveals Current Knowledge Flows And Individual's Roles 6. Network Maps Visualize Network Analysis 7. Network Analysis Provides New Measurement Tools ∞ 8. Knowledge Is In Net Working. Innovation Is The Result Of Action 9. Technologies Shape Work 10. Balance Intension and Control in support of the business strategy 1. 2. 3. 4. 5.
Slide 34: Continuing the Conversation
21st Century Organization Blog
http://c21org.typepad.com/
Twitter Vaxelrod & SageNet Email vaxelrod@axelrodbecker.com jenny@sageway.com
Thank you
