Support de cours

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D S i g n 4 C h a n g eD i g i t a l T r a n s f o r m a t i o n
Social Business - Networks

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©2006 LHST sarl
Awake at night

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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?
Focus Improve Knowledge Leverage Measure
Networks Relationships Emerging Interactions Innovation
What is social media?

4. ©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

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• The assumption of order
• The assumption of rational
choice
• The assumption of
intentional capacity
• The assumption of identity
Sources of conflict

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Telecommunications
Textiles
Medicine
Leisure
Automobile
Household
appliances…
Separation, alignment, cohesion
Leading the flock

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©2006 LHST sarl
Patti Anklam The Social-Network Toolkit
What do we have to know

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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

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SCRM in six questions
Information Systems

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Missing Links
Missing Links

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©2006 LHST sarl
• 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.
Knowledge

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©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

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©2006 LHST sarl
• Common objectives – shared
meaning
• Actors and actants
• Innovation closely tied to
organisation
• Possibilities tied to societal
environment
Networks

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Chaos

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How does work get done?

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How do we think ?

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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

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©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

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©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

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Fat Tails

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The Conversation Prism
Brian Solis
http://conversationprism.com/

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Work Network

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©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

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©2006 LHST sarl
The Idea Network
The Idea Network

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©2006 LHST sarl
• 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”
Pearltrees

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©2006 LHST sarl
The Expert Network
The Expert Network
Information Systems

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©2006 LHST sarl
• 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

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The Social Network
The Social Network

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Linked-in
Linked in

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The career network
Information Systems

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Map Orientation