Leveraging Networks and Social Leveraging Networks and Social Media for Improved PerformanceMedia for Improved Performance

Dr. Robin Teigland, akaKarinda Rhode

Stockholm School of Economics Associate Professor

www.knowledenetworking.orgwww.slideshare.net/eteigland

Photo: H. Lundholm, Metro

September 8, 2009ww.ifl.se

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"...when the rate of change "...when the rate of change outside an organization is outside an organization is greater than the change greater than the change inside, the end is near...." inside, the end is near...."

Jack Welch…Jack Welch…

A world of rapidly growing knowledge ….A world of rapidly growing knowledge ….

>>A person’s lifetimeA person’s lifetime

in 18th centuryin 18th centuryOne weekOne week

20092009

Fischbowl 2007Fischbowl 2007 33

……that becomes quickly outdated ….that becomes quickly outdated ….

50%knowledge

relevant

50%50%knowledgeknowledgeoutdatedoutdated

First year of First year of technical-based technical-based

educationeducation

First year of First year of technical-based technical-based

educationeducation Third yearThird yearof educationof educationThird yearThird year

of educationof education

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5

Did You Know: Shift HappensDid You Know: Shift Happenshttp://www.youtube.com/watch?http://www.youtube.com/watch?

v=jpEnFwiqdx8&feature=fvstv=jpEnFwiqdx8&feature=fvst

How are these trends affecting you How are these trends affecting you and your organization?and your organization?

GrowthGrowth

TimeTime

Information and Information and knowledgeknowledge

Human Human absorptive absorptive capacitycapacity

Human capacity cannot keep up…Human capacity cannot keep up…

Cohen & Levinthal 1989Cohen & Levinthal 1989 66

77

””No one knows everything, No one knows everything,

everyone knows something, everyone knows something, all knowledge resides in all knowledge resides in

humanity.”humanity.”networksnetworks

Adapted from Lévy 1997

6 degrees of separationEverybody is connected to everybody else by no more than six degrees of separation.

“Small World Phenomenon” by sociologist Stanley Milgram, 1967

99

The wisdom of the crowdsThe wisdom of the crowds

ClosedClosedExpensiveExpensiveComplexComplexAccurateAccurate

OpenOpenInexpensiveInexpensive

SimpleSimpleClose enoughClose enough

Hinton 2007

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Leveraging external resources to find Leveraging external resources to find solutions and solve unsolved problemssolutions and solve unsolved problems

1111

Transparency: There is nowhere to hide…Transparency: There is nowhere to hide…

http://www.youtube.com/watch?v=t8XxcOj3Seo Fortune, Rey 2008

Traditional media vs social mediaTraditional media vs social media

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http://adultaddstrengths.com/2008/11/05/http://adultaddstrengths.com/2008/11/05/obama-vs-mccain-social-media/obama-vs-mccain-social-media/

History tends to repeat itself….History tends to repeat itself….Innovation, financial crisis, industrial revolution, Innovation, financial crisis, industrial revolution,

… …

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Steam Steam engineengine

Internal Internal combustion combustion

engineengine

MicroelectroniMicroelectronicscs

Late 18Late 18thth C C Late 19Late 19thth C C Late 20Late 20thth C C

Schön 2008

Third industrial revolution?

A new workforce is appearing…A new workforce is appearing…

1414Mahaley 2008, Merrill Lynch 1999, Beck and Wade, PrenskyMahaley 2008, Merrill Lynch 1999, Beck and Wade, Prensky

““Digital Immigrants”Digital Immigrants”““Digital Natives”Digital Natives”

Company loyaltyCompany loyaltyWork ≠ PersonalWork ≠ Personal

Learning=Behind the deskLearning=Behind the desk

Company loyaltyCompany loyaltyWork ≠ PersonalWork ≠ Personal

Learning=Behind the deskLearning=Behind the desk

Professional loyaltyProfessional loyaltyWork = PersonalWork = Personal

Learning=Fun and gamesLearning=Fun and games

Professional loyaltyProfessional loyaltyWork = PersonalWork = Personal

Learning=Fun and gamesLearning=Fun and games

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Using the social web to build relationships, find Using the social web to build relationships, find information and knowledge, solve problems, and information and knowledge, solve problems, and

learnlearn

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Building skills in virtual environmentsBuilding skills in virtual environments

My CVMy CV•Leading a virtual team of 30 Leading a virtual team of 30

individuals from across the globeindividuals from across the globe•Creating and successfully Creating and successfully executing strategies under executing strategies under

pressurepressure•Managing cross-cultural conflict Managing cross-cultural conflict

without face-to-face without face-to-face communicationcommunication

Digital nativesDigital natives

http://www.youtube.com/watch?http://www.youtube.com/watch?v=MbX_I2fuqJkv=MbX_I2fuqJk

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Increasing pressure on Increasing pressure on “traditional” organizations“traditional” organizations

Formal organization/ Formal organization/ Hierarchy Hierarchy

Social organization /Social organization /HeterarchyHeterarchy

Teigland et al. 2005Teigland et al. 2005

What is a network?What is a network?

A set of actors connected by tiesA set of actors connected by ties

•Ties/LinksTies/Links−Knowledge, trust, Knowledge, trust, team, sit by, dislike, team, sit by, dislike, etc.etc.−Alliance, customer, Alliance, customer, investment, etc.investment, etc.

TieTie

•Actors/NodesActors/Nodes−IndividualsIndividuals−Teams, Teams, organizations, etc.organizations, etc.

ActorActor

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2020

BA

Two individuals/organizations with the Two individuals/organizations with the same number of contacts…same number of contacts…

……but with very different access to resourcesbut with very different access to resources

BA

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Network dynamics impact Network dynamics impact creativity and innovationcreativity and innovation

Firm AFirm A

LowLowon-timeon-time

HighHighCreative Creative

HighHighon-timeon-time

Low Low creative creative

Teigland 2003Teigland 2003

HighHighcreativecreative

VirtualVirtualcommunitycommunity

Firm BFirm B

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Two divisions within Sundlink (Öresund Two divisions within Sundlink (Öresund Bridge)Bridge)

Section 1Section 1 Section 2Section 2

Improved efficiency Improved efficiency over timeover time

Stagnant Stagnant performance over performance over

timetime

Schenkel & Teigland 2008Schenkel & Teigland 2008 2323

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Some leadership challenges!Some leadership challenges!

When employees are more than When employees are more than 50 feet apart, the likelihood of 50 feet apart, the likelihood of them collaborating more than them collaborating more than once a week is less than 10%.once a week is less than 10%.

Knowledge is sticky within the Knowledge is sticky within the firm, but flows easily across firm, but flows easily across organizational boundaries organizational boundaries within networks of practice.within networks of practice.

Our networks tend to be Our networks tend to be homogeneous – we tend to homogeneous – we tend to develop relations with people develop relations with people like ourselves.like ourselves.

The higher the diversity of team The higher the diversity of team members, the higher the members, the higher the potential for conflict and poor potential for conflict and poor results.results.

Attracting and retaining talentAttracting and retaining talentAllen 1984, Burt 1992, Brown & Duguid 2002, Marsden 1987, Ruuska & Teigland 2009, Teigland 2003 Allen 1984, Burt 1992, Brown & Duguid 2002, Marsden 1987, Ruuska & Teigland 2009, Teigland 2003

““Managing” networks in your organization Managing” networks in your organization

BeforeBefore AfterAfter

Anklam & Welch 2005Anklam & Welch 2005

1. Uncover networks1. Uncover networks

2. Analyze networks2. Analyze networks

3. Improve connectedness3. Improve connectedness

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Web 2.0/3.0 and social media help Web 2.0/3.0 and social media help overcome these challengesovercome these challenges

Finding and connecting with people Finding and connecting with people internally and externallyinternally and externally

Building communitiesBuilding communities Sharing information & knowledgeSharing information & knowledge Solving problems & finding solutionsSolving problems & finding solutions Learning informallyLearning informally

Overcoming diversity challengesOvercoming diversity challengesthrough creating collective through creating collective competencecompetence Shared understandingShared understanding Shared language and normsShared language and norms

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eZ Wire enables global conversationseZ Wire enables global conversations

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Serena Software: Strengthening internal Serena Software: Strengthening internal and external relationships through and external relationships through

FacebookFacebook

•#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

Creating awareness and loyalty on twitterCreating awareness and loyalty on twitter

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Content created by a user to be used by a userContent created by a user to be used by a user

Shifting sources of value

From organization-generated content From organization-generated content (OGC) to user-generated content (UGC)(OGC) to user-generated content (UGC)

Content created by an organization to sell to a userContent created by an organization to sell to a user

Di Gangi 2008Di Gangi 2008 3030

Are there any benefits from social media, Are there any benefits from social media, or is it all hype?or is it all hype?

Among the clients surveyed by Select Minds, corporate social networking resulted in:

1. Productivity Contributions: Increase in productivity by an average of 10%

2. Retention Contributions: Increase in retention by an average of 9%

3. Increases in New Business: Increase new business by an average of 12%

4. Rehiring Former Employees: On average, rehires made through their Corporate Social Networking program….

1. become fully productive 49% faster than all experienced hires

2. became Star Performers (66%), versus 26% of experienced hires

3131Select Minds 2008: "Corporate Social Networking: Increasing the Density of Workplace Connections to Power Business Performance"

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Companies are turning to virtual worlds to Companies are turning to virtual worlds to improve skills and facilitate innovationimprove skills and facilitate innovation

•Public and completely private virtual business worlds Public and completely private virtual business worlds (immernets) to recruit, train, collaborate, and innovate (immernets) to recruit, train, collaborate, and innovate

•Accenture, Cisco, IBM, Intel, Johnson & Johnson, Accenture, Cisco, IBM, Intel, Johnson & Johnson, Motorola, Novartis, Philips, Sun, Unilever, …..Motorola, Novartis, Philips, Sun, Unilever, …..

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HSB: creating tomorrow’s solution while HSB: creating tomorrow’s solution while attracting employees and customers attracting employees and customers

todaytoday

Building the house of the futureBuilding the house of the futurein a competition with architecture studentsin a competition with architecture students

HSB: One of Sweden’s largest real HSB: One of Sweden’s largest real estate management companiesestate management companies

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Improving virtual teaming Improving virtual teaming and cross-cultural skillsand cross-cultural skills

Task: To build a bridge in your virtual teamDesigned by Duke CE and Stockholm School of Economics

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Our innovation workshops bring together Our innovation workshops bring together users from across the globeusers from across the globe

Sessions introducing VWsSessions introducing VWs

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NY HRPSMarch 11, 2009

Do you want to learn more?

So, what does all this mean?So, what does all this mean?

Organizations have to develop their networks Organizations have to develop their networks globally - both inside and outglobally - both inside and out

Organizations have to leverage social mediaOrganizations have to leverage social media− To win the war for talent To win the war for talent

− To innovate for competitive advantageTo innovate for competitive advantage

Organizations have to develop their Organizations have to develop their employees’ network leadership skillsemployees’ network leadership skills

Organizations have to cultivate an open, Organizations have to cultivate an open, knowledge sharing cultureknowledge sharing culture

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If you love knowledge, set it free…

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My company has blocked my computer from

accessing most of the social media sites. But I feel so cut off from my network. So, now I just connect through my

phone.

Management Management cannot mandatecannot mandate social relationships social relationships

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A new opportunity???A new opportunity???

Changing the mindsetChanging the mindset

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“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

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All the things All the things right, right, but but

notnot the right the right thing!thing!

Thanks and Thanks and see you in world!see you in world!

Karinda RhodeKarinda Rhode

aka Robin Teiglandaka Robin Teiglandrobin.teigland@hhs.serobin.teigland@hhs.se

www.knowledgenetworking.www.knowledgenetworking.orgorg

www.slideshare.net/www.slideshare.net/eteigland eteigland

Thanks and Thanks and see you in world!see you in world!

Karinda RhodeKarinda Rhode

aka Robin Teiglandaka Robin Teiglandrobin.teigland@hhs.serobin.teigland@hhs.se

www.knowledgenetworking.www.knowledgenetworking.orgorg

www.slideshare.net/www.slideshare.net/eteigland eteigland

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Photo by H. Lindholm, Metro

Stepping into the Internet:A tour of Second Life

Interested in a tour?Interested in a tour?

Sources and acknowledgementsSources 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/

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/

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Sources and acknowledgements (cont’d)Sources and acknowledgements (cont’d) Articles and Research PapersArticles and Research Papers

− Cross, Baker, & Parker, “What creates energy in organizations?”, Cross, Baker, & Parker, “What creates energy in organizations?”, Sloan Management ReviewSloan Management Review, Summer 2003., Summer 2003.

− Cross, Parise, & Weiss, “Driving Strategic Change with a Network Cross, Parise, & Weiss, “Driving Strategic Change with a Network Perspective”, Network Roundtable working paper, 2006.Perspective”, Network Roundtable working paper, 2006.

− Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Modern, Complex Organization, HBS working paper, Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdfhttp://www.hbs.edu/research/pdf/09-004.pdf

− Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.- Coleman, D. Virtual Team Spaces, 2006.Coleman, D. Virtual Team Spaces, 2006.- Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for

Effectively Leading Virtual Teams” in Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Virtual Collaborative Teams: Process, Technologies, & Practice Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.).(S. H. Godar & S. P. Ferris, Eds.).

- Lipnack, J. & Stamps, Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, Virtual Teams: Reaching Across Space, Time, and Organizations with Technologyand Organizations with Technology. John Wiley & Sons, Inc.: New . John Wiley & Sons, Inc.: New York, 1997.York, 1997.

- Maznevski, M. High performance from global virtual teams, 2001.Maznevski, M. High performance from global virtual teams, 2001.- Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project

Success through Collective Competence and Conflict Management in Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-Public-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. government Initiative”. International Journal of Project ManagementInternational Journal of Project Management..

- Schermerhorn, Jr., J., Schermerhorn, Jr., J., ManagementManagement, 2004., 2004.

Articles and Research PapersArticles and Research Papers− Cross, Baker, & Parker, “What creates energy in organizations?”, Cross, Baker, & Parker, “What creates energy in organizations?”,

Sloan Management ReviewSloan Management Review, Summer 2003., Summer 2003.− Cross, Parise, & Weiss, “Driving Strategic Change with a Network Cross, Parise, & Weiss, “Driving Strategic Change with a Network

Perspective”, Network Roundtable working paper, 2006.Perspective”, Network Roundtable working paper, 2006.− Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a

Modern, Complex Organization, HBS working paper, Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdfhttp://www.hbs.edu/research/pdf/09-004.pdf

− Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.- Coleman, D. Virtual Team Spaces, 2006.Coleman, D. Virtual Team Spaces, 2006.- Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for

Effectively Leading Virtual Teams” in Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Virtual Collaborative Teams: Process, Technologies, & Practice Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.).(S. H. Godar & S. P. Ferris, Eds.).

- Lipnack, J. & Stamps, Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, Virtual Teams: Reaching Across Space, Time, and Organizations with Technologyand Organizations with Technology. John Wiley & Sons, Inc.: New . John Wiley & Sons, Inc.: New York, 1997.York, 1997.

- Maznevski, M. High performance from global virtual teams, 2001.Maznevski, M. High performance from global virtual teams, 2001.- Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project

Success through Collective Competence and Conflict Management in Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-Public-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. government Initiative”. International Journal of Project ManagementInternational Journal of Project Management..

- Schermerhorn, Jr., J., Schermerhorn, Jr., J., ManagementManagement, 2004., 2004.

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Sources and acknowledgements (cont’d)Sources and acknowledgements (cont’d) PresentationsPresentations

− Gurteen, Online Information 2007: KM goes Social, Gurteen, Online Information 2007: KM goes Social, http://www.slideshare.net/dgurteen/km-goes-social-194717http://www.slideshare.net/dgurteen/km-goes-social-194717

− Poole, IBM: Web 2.0 goes to work, Poole, IBM: Web 2.0 goes to work, http://www.slideshare.net/jward5519/ibm-web-2-0-goes-to-http://www.slideshare.net/jward5519/ibm-web-2-0-goes-to-work-presentation’work-presentation’

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