Download - 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
Complexity PracticeShadow Concerns
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
Complexity PracticeShadow Concerns
©2011 LHST sarl
Who leads the flock?
Telecommunications Textiles Medicine Leisure Automobile Household appliances…
Separation, alignment, cohesion
Introduction
Complexity PracticeShadow Concerns
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
Complexity PracticeShadow Concerns
©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
Complexity PracticeShadow Concerns
What do we have to know?
Patti Anklam The Social-Network Toolkit
©2011 LHST sarl
Introduction
Complexity PracticeShadow Concerns
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
Complexity PracticeShadow Concerns
©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
Complexity PracticeShadow Concerns
©2006 LHST sarl
Networks
• Common objectives – shared meaning
• Actors and actants
• Innovation closely tied to organisation
• Possibilities tied to societal environment
Introduction
Complexity PracticeShadow Concerns
©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
Complexity PracticeShadow Concerns
The Science of Complexity
MT 115
©2006 LHST sarl
Complexity
Introduction
Complexity PracticeShadow Concerns
©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
Complexity PracticeShadow Concerns
©2006 LHST sarl
How does work really get done?
Introduction
Complexity PracticeShadow Concerns
©2006 LHST sarl
How does the brain comunicate?
Introduction
Complexity PracticeShadow Concerns
©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
Complexity PracticeShadow Concerns
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
Complexity PracticeShadow Concerns
©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
Complexity PracticeShadow Concerns
©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
Complexity PracticeShadow Concerns
©2006 LHST sarl
The coming of fat tails
Introduction
Complexity PracticeShadow Concerns
Networking in Practice
MT 115Introductio
nComplexity PracticeShadow Concerns
From theory to practice
©2009 LHST sarl
Enterprise Social Software Report
Introduction
Complexity PracticeShadow Concerns
What’s behind a relationship?
©2006 LHST sarl
Introduction
Complexity PracticeShadow Concerns
©2006 LHST sarl
The work network
Introduction
Complexity PracticeShadow Concerns
©2006 LHST sarl
Linked-in
Introduction
Complexity PracticeShadow Concerns
Pearltrees
Introduction
Complexity PracticeShadow Concerns
©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
Complexity PracticeShadow Concerns
• 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
Complexity PracticeShadow Concerns
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
Complexity PracticeShadow Concerns
Winker
36Introductio
nComplexity PracticeShadow Concerns
• 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
©2006 LHST sarl
The career network
Introduction
Complexity PracticeShadow Concerns
©2006 LHST sarl
Map Orientation- Euromap
Introduction
Complexity PracticeShadow Concerns