Disciplined Collaboration: Nimble Networks

Disciplined Collaboration:Nimble Networks

Prof. Morten Hansen

MIIC March 9, 2009

Disciplined Collaboration

How much value—and where—from collaboration?

ECONOMIC OPPORTUNITY

Find them, tear them down

BARRIERS TO COLLABORATION

Tailor solutions to specific barriers, and don’t overdo

MANAGEMENT LEVERS

Four barriers to collaboration

#3. Search

Cannot find good help

# 4. Transfer

Cannot work together “wrong chemistry”

Ability

#1. Not-invented here

Do not want to reach out

# 2. Hoarding

Do not want to help

Motivation

Example: Large high-tech company

Lowest quartile (lowest

barriers)

Second lowest quartile

Median Second highest quartile

Highest quartile (highest barriers)

First Barrier:Not Invented

Here

Scores between 3 and 105

106 – 159 160 161 – 200 201 - 300

Second Barrier:Hoarding

3 – 60 61 - 99 100 101 - 140 141 - 300

Third Barrier:Search

3 – 90 91 - 134 135 136 - 180 181 - 300

Fourth Barrier: Transfer

3 – 110 111 – 167 168 169 – 210 211 - 300

Implication: Barrier not a problem

Barrier might cause some problems

Barrier might cause problems

Barrier a problem

Barrier a big problem

N=107 companies. “How to Build Collaborative Advantage.” SMR, 2004

BadGood

137

72

184

169

Tailor solutions to specific barriers, and don’t overdo

MANAGEMENT LEVERS

Unification Lever People Lever Connection Lever

•Big Common Goal

•Teamwork Value

•Language

•T-shaped leaders

• Selecting: promotion, recruiting

• Development

•Internal Networks

•External Networks

• Knowledge Management

↓ Not-invented-here

↓ Hoarding

↓ Not-invented-here

↓ Hoarding

↓ Search

↓ Transfer

Tailor Unification, People and Connection Levers

Some network concepts

Ego-centric vs. Complete networks

Dichotomous, asymmetric networks

Nodal/dyadic attributes vs. network structure

Individual vs. cross-unit networks

Good networks get you two things:

Identify CaptureOpportunities + Value

Networks especially good for lowering search and transfer barriers

Key activity Barrier lowered Network rules Effect

Not-invented-here Rule #1: Build outward, not inward

+ Identify

Opportunities

Search Rule #2: Build diversity, not size

Rule #3: Build bridges, don’t use familiar faces

Rule #4: Build weak ties, not strong

+++

Hoarding Rule #5: Swarm target, don’t go it alone

+ Capture Value

Transfer Rule #6: Switch to strong, don’t rely on the weak

+++

+++ Great effect + Good effect

1. Build your network outward, not inward• Build a sizeable network outside of you own unit and country

Combating tendency to look inward

The IslanderLife is good on our island, why talk to people elsewhere?

Country-to-country:Lots of communication within each…

AustriaBaltics&Estonia France Uk Russia Spain Sweden Italy

Austria 6

Baltics/Est 4.9

France 3.8

Uk 5.1

Russia 6

Spain 5.3

Sweden 4.9

Italy 6

1=avg. no interaction, 6=avg. daily interaction. N=152

… and between a few, especially to Uk (red hot)


Austria 6 1.3 2 4.3 1 1.7 1.7 1.5

Baltics/Est 1 4.9 1.4 2.3 1.3 1.1 1.4 1

France 1.1 1 3.8 2.2 1 1.5 1.3 1.7

Uk 1.4 1.7 1.7 5.1 1.5 1.7 3 1.78

Russia 2 1.5 2 5.5 6 2 3.5 1

Spain 1.1 1.3 1.5 3.2 1 5.3 1.5 1.2

Sweden 1.1 1.3 1.4 3.4 1.04 1.3 4.9 1

Italy 1.3 1.4 1.7 3.6 1.1 2 1.9 6


… but many country-to-country links with low or no interactions (cold blue)


Austria 6 1.3 2 4.3 1 1.7 1.7 1.5

Baltics/Est 1 4.9 1.4 2.3 1.3 1.1 1.4 1

France 1.1 1 3.8 2.2 1 1.5 1.3 1.7

Uk 1.4 1.7 1.7 5.1 1.5 1.7 3 1.78

Russia 2 1.5 2 5.5 6 2 3.5 1

Spain 1.1 1.3 1.5 3.2 1 5.3 1.5 1.2

Sweden 1.1 1.3 1.4 3.4 1.04 1.3 4.9 1

Italy 1.3 1.4 1.7 3.6 1.1 2 1.9 6


Meaning: All roads lead to Uk- A centralized, not a distributed, network

Thick line = strong ties; thin line = weak ties

QuickTime™ and a decompressor

are needed to see this picture.

A distributed network would have many more links across all countries

QuickTime™ and a decompressor

are needed to see this picture.

2. Build Network Diversity, not Size• Build to different kinds of units, knowledge, demographics (gender, nationality, age….), professions, life styles, interests…. - Many contacts to similar people less value

Do you know who this is?

Diversity: Different kinds of technologies accessed through network

Melbourne

Santa Rosa, CA

Edinborough

New Jersey

Note: data altered slightly to disguise

Melbourne

Santa Rosa, CA

Edinborough

New Jersey

5 technologies accessed:OpticsDistrib measurementReal-time softwareIC designFault diagnostics


Diversity: Different kinds of technologies accessed through network

Two divisions with same no. links- But Edmonton’s more diverse access

Telecom TestBusiness Unit,Melbourne

Santa Rosa, CA

Palo Alto, CA

New Jersey


Edmonton, Canada

Col. Springs

Spokane, Wa


San Jose, CA

Ditg sig procQuartz resonanceAnal. Sign procTest syst archic.High-speed digtl.RF measurmnt.


Few links, few technologies Few links, many technologies

Diversity in your network survey

Diversity Class INSEAD MBAs

Cultural 50 58

Gender 67 58

Orgtl (cross) 83 86

Functional (cross) 85 80

Hierarchical 82 87

Origin 70 74

Average 73 74

3. Build weak ties, not strong• Weak ties = infrequent contacts, less close• Weak ties provide access to new knowledge and help search in large companies - Not part of cliques that circulate old news

Strong ties(weekly,

Work closely)

Weak ties(once a month or less,

acquaintance)

Too weak(once a year or less, Don’t really know)

Weak ties help you search better

Engineering months spent searching

0123456789

strong ties weak ties

Project types

No. eng. months

Source: Study of 121 project teams and their cross-business networks in Hewlett-Pachard. Hansen, Lovaas, and Mors, Academy of Management Journal, 2003.

Search time lower for teams with weak ties

4. Use Bridges, don’t go it alone• Networks run on intermediaries or bridges - people who help others connect• A good number of bridges needed - Needs to be cultivated, known and used

Let’s Play the Kevin Bacon Game:Who links Kevin Bacon and Hugh Grant?

Connection Lever

Bridges build small worlds

I need to talk tosomeone about transfer pricing. Doyou know someone?

Charlie, The Expert

A small-world: a 2-step chain

Connector

Why don’t you callCharlie, he knows

Connection Lever

Bridges in a company’s network- Example

Joakim Claesson ASA

Knut Fredrik Ramstad Media

Inger Lise Eliassen Aftenposten

Thomas Bjerkeli Aftenposten

Vidar Åsebø Aftenposten

Rune Danielsen VG

Trude Erlandsen VG Print

Gunn Helen Hagen VG

Endre Kolbjørnsen FINN

Gunilla Asker SvD

Pierre Bergström SvD

Henrik Olsson Aftonbladet

Anders Berglund Aftonbladet

Sales Success Group


Joakim Claesson ASA

Knut Fredrik Ramstad Media Norge




Rune Danielsen VG


Gunn Helen Hagen VG


Gunilla Asker SvD




Sales Success Group

Bridges in company’s network- Example

Joakim Claesson ASA





Rune Danielsen VG


Gunn Helen Hagen VG


Gunilla Asker SvD




Sales Success Group

Joakim Pops Webtraffic


Joakim Claesson ASA

Dan Ouchterlony ASA


MikaelSamuelsson E 24

Karin Almers Schibsted Sverige

Web traffic (advertising)


Joakim Claesson Schibsted ASA





Rune Danielsen VG


Gunn Helen Hagen VG


Gunilla Asker SvD




Sales Success Group

Joakim Pops Webtraffic


Joakim Claesson Schibsted ASA

Dan Ouchterlony Schibsted ASA


Mikael Samuelsson E 24

Karin Almers Schibsted Sverige

Web traffic (advertising)

Newspaper Online (21 people

Advertising project (28 people)

Strategy online adv. (36 people)

Bridges are vital, yet often overlooked

Who makes a good bridge?

Broad and diverse network Across countries, areas, groupings in the company

Long-tenure (middle managers often)

Worked in many different places in the company

One deep skill area, but many other superficial

knowledge areas

Plays the role informally; takes 10% of his/her time

Connection Lever

Last two rules good for capturing value

Key activity Barrier lowered Network rules Effect

Not-invented-here Rule #1: Build outward, not inward

+ Identify

Opportunities

Search Rule #2: Build diversity, not size

Rule #3: Build bridges, don’t use familiar faces

Rule #4: Build weak ties, not strong

+++

Hoarding Rule #5: Swarm target, don’t go it alone

+ Capture Value

Transfer Rule #6: Switch to strong, don’t rely on the weak

+++

+++ Great effect + Good effect

5. In difficult network situations, need to influence other party (swarming) so that they will help out—it is not automatic

Influence tactics: what can you do?

• Common Link. Enlist people you both know. • Common good. Appeal to the common good in Schibsted

(“one company”)• Reciprocity. “You help me now, I help you later.”• Threaten. “Help me, or else….”• Escalate. Ask your boss to talk to his boss……

Swarm the target

6. Switch from weak to strong ties in tough project situations • You need strong ties (frequent and close) for working together on complicated things - Invest in team-building ahead of time

Setting cross-unit teams up to fail

Strangers ComplicatedWork

+

=

Complicated work: tacit knowledge

"A Béarnaise sauce is simply an egg yolk, a shallot, a little tarragon vinegar, and butter, but it takes years of practice for the result to be perfect."

Fernand Point, often considered the father of modern French cuisine

A common frame: people with strong ties know how to work well together

Muhammad Ali and Angelo Dundee- Deep understanding and relationship

“If he wanted Ali to jab, he wouldn’ttell him to jab; he knew the boxer’s egowouldn’t allow it.”

“I made him feel like he innovated it.If I was the guy that gave him directions, He’d say, ‘Hey, who’s that midget to tell me what to do? No I never gave him a direct order.’”

Solution: Re-engineer strong tie

Create strong tie

ComplicatedWork

Differentobjectives+ +

Summary: 6 factors to build a nimble yet effective network

Effective = Identify Opportunities X Capture Value

Network 1. Built outward 5. Swarming targets

2. Diverse network 6. Switching to strong ties

3. Many weak ties

4. Many Bridges

Documents

Disciplined Collaboration: Nimble Networks