Understanding organizational networks through case studies
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Understanding organizational networks through case studies
- 1. ©2013 LHST sarl The Digital Consumer Introduction ©2016 L. SCHLENKER Community November 16 2016 http://DSign4Change.com
- 2. ©2013 LHST sarl Awake at night Introduction
- 3. ©2013 LHST sarl 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 Solution selling Introduction
- 4. ©2013 LHST sarl • KLM has sought to differentiate itself by offering a superior customer experience • Strategy of “Circle of Contacts” to make its customer relationships as intimate as possible • Facebook + Twitter = KLM Surprises and Fly2Miami • Staff of 16, 230 000+ fans, wide press coverage KLM Introduction
- 5. ©2013 LHST sarl • Finnish maker of fine cutting tools • Customer communities of crafting enthusiasts have transformed the way this 300-year-old company does business. • Brings customers into the product development process • Fiskars also leverages these groups of advocates to market to small retailers • Virtual + Real events – 6000 members FIskateers Introduction
- 6. ©2013 LHST sarl ©2006 LHST sarl • 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 Zopa Introduction
- 7. ©2013 LHST sarl Telecommunications Textiles Medicine Leisure Automobile Household appliances… Separation, alignment, cohesion Leading the flock Challenges
- 8. ©2013 LHST sarl • The assumption of order • The assumption of rational choice • The assumption of intentional capacity • The assumption of identity Sources of conflict Challenges
- 9. ©2013 LHST sarl Blind trust "Seeing is believing" Trustworthiness Personal or product based reputation Contextual trust What works in a special context Referred trust Relying on the opinions of those we admire Vanessa Hall - The Truth About Trust in Business Trust in a Virtual World Challenges
- 10. ©2013 LHST sarl ©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 Culture Challenges
- 11. ©2013 LHST sarl ©2006 LHST sarl • Common objectives – shared meaning • Actors and actants • Innovation closely tied to organisation • Possibilities tied to societal environment Networks Networks
- 12. ©2013 LHST sarl ©2006 LHST sarl Chaos Networks
- 13. ©2013 LHST sarl ©2006 LHST sarl How does work get done? Networks
- 14. ©2013 LHST sarl ©2006 LHST sarl How do we think ? Networks
- 15. ©2013 LHST sarl 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 Networks
- 16. ©2013 LHST sarl ©2006 LHST sarl • 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 Power Laws Networks
- 17. ©2013 LHST sarl ©2006 LHST sarl • 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 . It’s a small world Networks
- 18. ©2013 LHST sarl ©2006 LHST sarl Fat Tails Networks
- 19. ©2013 LHST sarl Social Media • Social media relies on web-based to focus communication on interactive dialogue between organizations, communities, and individuals • Social Networking leverages technology to build and/or elucidate networks of people who share common interests or activities. • Social Networking sites often include social media tools to facilitate the interaction and conversation Technology
- 20. ©2013 LHST sarl What is our organizational focus? What are we trying to improve? What knowledge do we need to capture? What can we leverage to improve the system? How will we measure the results? What story are we trying to tell? Focus Improve Knowledge Leverage Measure CRM Processes Explicit Transactions Efficiency Social CRM Relationship s Implicit Interactions Effectiveness Social Networks Networks Emerging Community Innovation Quantified Self Individual Self- Knowledge “Dasein” Self realization Technology
- 21. ©2013 LHST sarl The Conversation Prism v2.0 • You are at the center of the prism • The first layer of circles displays the activity of learning and organizing engagement strategies… • The second ring maps specific authorities within an organization to provide a competent and helpful response. • The third ring represents the continual rotation of listening, responding, and learning online and in the real world. The Conversation Prism Technology
- 22. ©2013 LHST sarl ©2006 LHST sarl • 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 Zopa Case Studies
- 23. ©2013 LHST sarl ©2006 LHST sarl Pearltrees The Idea Network • Pearltrees is an example of social curation • Users can assemble these pearls into trees based around a topic • Pearltrees is using that data to determine how different topics and bookmarks are related. • In the same vein as Google’s PageRank and Facebook’s EdgeRank, Pearltrees uses TreeRank to explore the notion of an “Interest Graph” Case Studies
- 24. ©2013 LHST sarl The Expert Network • InnoCentive is an "open innovation" company that tackles research an development problems • Open Innovation suggests that innovation is more likely to come from a community than from an organization • The model addresses problems in engineering, computer science, math, the physical sciences and business. • Cash awards are given for solving challenge problems typically from $10,000 to $100,000. InnoCentive Case Studies
- 25. ©2013 LHST sarl The Social Network Linked-in Linked in Case Studies
- 26. ©2013 LHST sarl ©2006 LHST sarl Map Orientation Case Studies