MT116network2013

Exploring Social Networks

MT 115

©2012 LHST sarl

The objectives of an IS

Actifs Demandes en temps réel ...

Actionnaires

Compétition “made in” “made by” ...

Société

Peu de barrières d’entrée Acquisitions, OPA ...

Partenaires

Fidélité ? Vrai coûts ...

Clients

L’organisationL’organisation

Mobilité Valorisation des tâches ...

Employées

Introduction

Complexity PracticeShadow Concerns

THE ANSWER(at least in part)

Introduction


Focus Improve Knowledge Leverage Mesure

Organization Processes Explicit Transactions Efficency

Community Participation Embedded Innovation Engagement

Networks Relationships Emerging Interactions Effectiveness

What kept this man awake at night?

Introduction


©2011 LHST sarl

http://www.zelluloid.de/filme/bilder.php3?id=282

Who leads the flock?

Telecommunications Textiles Medicine Leisure Automobile Household appliances…

Separation, alignment, cohesion

Introduction


http://www.red3d.com/cwr/boids/

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 Customer relationship management

Introduction


©2012 LHST sarl

What’s wrong with traditional 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


What do we have to know?

Patti Anklam The Social-Network Toolkit

©2011 LHST sarl

Introduction


http://www.byeday.net/weblog/networkblog.html

http://www.byeday.net/weblog/networkblog.html

The Shadow Organization

MT 115

©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


http://knowledge.typepad.com/photos/uncategorized/knowledge.jpg

©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


http://www.blended-learning-anglais.com/img/langue-business-culture-01.gif

©2006 LHST sarl

Networks

• Common objectives – shared meaning

• Actors and actants

• Innovation closely tied to organisation

• Possibilities tied to societal environment

Introduction


http://radio.weblogs.com/0105910/images/newman_internet.gif

©2006 LHST sarl

Markets – what do we really see?

• Ordered domain: Known causes and effects.

• Ordered domain: Knowable causes and effects.

• Un-ordered domain: Complex relationships.

Introduction


The Science of Complexity

MT 115

©2006 LHST sarl

Complexity

Introduction


©2006 LHST sarl

What can I learn from chaos?

Introduction

Context Building Blocks

Challenges Concerns

©2006 LHST sarl

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


©2006 LHST sarl

How does work really get done?

Introduction


©2006 LHST sarl

How does the brain comunicate?

Introduction


©2006 LHST sarl

Social networks

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

• social networks operate on many levels, from families up to the level of nations, and

• They play a critical role in determining the way problems are solved, organizations are run, and the degree to which individuals succeed in achieving their goals.

http://en.wikipedia.org/wiki/Social_networkIntroductio

nComplexity PracticeShadow Concerns

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


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


©2006 LHST sarl

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


http://encyclopedia.laborlawtalk.com/Physics

http://encyclopedia.laborlawtalk.com/Scalar

http://encyclopedia.laborlawtalk.com/Exponent

©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


http://en.wikipedia.org/wiki/Six_degrees_of_separation

©2006 LHST sarl

The coming of fat tails

Introduction


Networking in Practice

MT 115Introductio


From theory to practice

©2009 LHST sarl

Enterprise Social Software Report

Introduction


http://www.cmswatch.com/Social/Report/

What’s behind a relationship?

©2006 LHST sarl

Introduction


©2006 LHST sarl

The work network

Introduction


©2006 LHST sarl

Linked-in

Introduction


http://youtu.be/1eTDnSnDMgE

Pearltrees

Introduction


http://www.pearltrees.com/

http://www.pearltrees.com/

©2006 LHST sarl

Zopa

Introduction

Context Building Blocks

Challenges Concerns

• 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

Introduction


Pinterest

• Push button content generation (low friction)

• Encourages discovery and aggregation

• Consumes content in a structured manner (value architect)

• Importance of content providers

• Possible construction of social graphs

Introduction


http://youtu.be/ndGatYKxSkU

Via.Me

• Targets consumers, publishers, brands

• Instagram/Pinterest/Tumblr hybrid

• Post status updates, photos, videos, audio and text across networks

• Allows you to monitor social networks

• Proposes photo filters for customization

• Push notifications so you can keep up with what people are saying

Introduction


http://vimeo.com/37620867

Winker

36Introductio


• Le but explicit de Winker est de révéler les liens d’affinité

• Le Wink est un clin d’œil anonyme qui n’est révélé que s’il est réciproque

• La Wish List vous permet de formuler des souhaits de façon anonyme

• Les objectifs recherchés semble être d’élucider les contours des réseaux sociaux et de démultiplier le nombre de points de contacts potentiels dans une démarche de prospection éventuelle

http://youtu.be/fk7G9usGJbg

©2006 LHST sarl

The career network

Introduction


©2006 LHST sarl

Map Orientation- Euromap

Introduction


http://www.cvmap.com/fr/cvmap/mon-profil

Technology

MT116network2013