My presentation at "Leadership in Complex Orgnizations" workshop in Oslo Nov 2013 organized by NHH Focus: http://www.nhh.no/no/forskning-og-fagmilj%C3%B8/handlingsprogrammet-nhh-2021/nhh-2021/focus.aspx
3. Uncovering networks in an organization
Formal organization
Teigland et al. 2005
Informal organization
3
4. ”No one knows everything,
everyone knows something,
all knowledge resides in networks
humanity.”
Six degrees of
separation
- Milgram, 1967
Image: Krebs, http://orgnet.com/email.gif
Adapted from Lévy 1997
7. eZ Systems founded on
open source philosophy
Connecting people who
share a passion for
something they do
so that they can
collaborate, share ideas,
learn, and create
knowledge
8. 350+
105 emp Partners
15,000+
Customers in
130 countries
43,900+
Community
members
• Content management software, #1 in media industry
• 105 employees in 9 countries (US, Europe & Asia)
• 250,000 sites in 170 countries
• Customers: UN, FT, WSJ, Vogue, Hitachi, 3M, BMW
http://academia.edu/2846771/Are_we_in_this_together_Exploring_private-collective_knowledge_communities
9. eZ’s platform for building identity and
competence throughout its ecosystem
eZ Software
development team
14. Building skills in virtual environments
My CV
•Leading a virtual team of 30
individuals from across the globe
•Creating and successfully executing
strategies under pressure
•Managing cross-cultural conflict
without face-to-face communication
15. What are Virtual Worlds?
•Persistent, computer-simulated, immersive environments
•Shared socialization spaces with interactive content
•Economic activity and transactions
16. VWs moving out of “Gartner hype cycle” trough
May 2006
July 2007
http://www.gartner.com/it/page.jsp?id=1447613
Virtual
worlds
today
17. Overview
−
−
−
−
EU funded, 3 year multilateral and transversal network (LLP EACEA, KA3 (ICT))
December 2011 – December 2014
Project Leader: University of Hull (Darren Mundy, Luisa Panichi)
19 partners from Austria, Cyprus, France, Germany, Israel, Italy, Netherlands,
Norway, Portugal, Sweden, UK
Network Aims
−Collect good practice examples in teaching and learning in virtual worlds
from different subjects and national and local contexts
− Facilitate transfer of core knowledge to new contexts
− Provide framework for creation of pan-European virtual-world university
Expected Outcomes
− Increased number of experts in virtual world education
− Policy for long-term sustainability of network and its outcomes
− Model for knowledge transfer
− Range of dissemination events
More information: http://www.euroversity.eu/
19. Recent advances in global collaboration
Protonsphere by Protonmedia integrated with MS Office
20. Accelerating innovation to meet global needs
Integrating users in
development process
Teigland et al. 2010
http://www.youtube.com/watch?v=2kMNWBU1Yb8
22. “Clearly, if social activity migrates to
synthetic worlds, economic activity will
go there as well.” Castronova, 2006
23. US$ 635,000 for a virtual asteroid!
•US$ 500,000 profit in 5 years
by Jon “Neverdie” Jacobs
•Entropia Universe with GDP
>US$ 440 mln
http://blogs.forbes.com/oliverchiang/2010/11/13/meet-the-man-whojust-made-a-cool-half-million-from-the-sale-of-virtual-property/
26. OpenSimulator: A value-creation ecosystem
USD 5.5mln in
development costs
Academic
Entrepreneur
Hobbyist
Large Firm
Non-profit
Local Public
Federal Public
Research Inst
SME Employee
Periphery
Teigland, Di Gangi, & Yetis 2012
28. “Open Entrepreneurship”
Entrepreneurs openly engaging in social capital building
activities through freely contributing intellectual property
and other resources with purpose of pursuing self
business-related interests while enabling pursuit of
mutual goals of community.
Teigland, Di Gangi, & Yetis 2012
30. ≈1.4 bln VW accounts under age 16
290 mln
220 mln
>200 mln
42 mln (and 12 mln bought)
290 mln
http://www.slideshare.net/nicmitham/kzero-universe-q1-2012
34. Where is the Firm?
24x7 Global Internet Collaboration + Open Source + 3D Printing
$60,000
$150
Available for free
download on
http://mashable.com/2013/02/13/robohand/
35. Bitcoin and its community
•
•
•
•
Paper by “Satoshi Nakamoto” in 2008
Open source project posted on SourceForge in Jan 2009
Peer-to-peer digital, crypto currency
Developed by community of strangers across globe
Teigland, Yetis, Larsson 2013
36. Collective emergent institutional entrepreneurship
challenging long-standing institutions
E.g., Central Bank
~ Long-standing financial
institutions and regulations
vs
Emergent Collective
Institutions
E.g., Bitcoin Community
~ Emergent collective of users across
globe connected through internet
Teigland, Yetis, Larsson, 2013
http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2263707
37. History tends to repeat itself….
Innovation, financial crisis, industrial revolution, …
Steam
engine
Internal
combustion
engine
Microelectronics
Third
industrial
revolution?
Late 18th C
Schön 2008
Late 19th C
Late 20th C
38. Convergence of…..
People
• “Net generation”
• 24x7 “mobile” workforce
• Social entrepreneurship
Open Source
• Software
• Hardware
• Physibles
Technology
•
•
•
•
•
Broadband access
Mobile hardware
ICTs
3D printing
Robotics
Finance
• Microlending/microfinance
• Crowdfunding/equity
• Digital, non-fiat currencies
39. From the mobility of goods
to the mobility of financial capital to …
...the “mobility” of labor?
Teigland, JVWR, 2010
41. Take virtual worlds for example……
I’m “afraid” of the technology.
Isn’t a webconference better?
It’s just a game.
Who’s behind that avatar?
I need to meet F2F to trust the person.
Here today, gone tomorrow….
You’re only as good as your technology.
The technology isn’t stable.
Gestures and body language are limited.
42. "...when the rate of change
outside an organization is
greater than the rate of change
inside, the end is near...."
Jack Welch…
43. Increasing pace of change
From 1920s to 2010s
− Average S&P 500 company lifespan from 67 years to 15
years
From 2000 to 2010
− 40% of Fortune 500 companies replaced
Predictions
− In next few years, 70% of Fortune 1000 companies
replaced
− By 2020, >75% of S&P 500 companies we do not know
today
− By 2025, >45% of Fortune 500 from emerging markets
Fast Company, McKinsey & Inc
44. The maker movement in Africa
iHub – Kenya
House4Hack – RSA
Woelab – Togo
45. “Made in Africa” 3D printer (Togo)
crowdfunded through Ulele
Winner of International
Space Apps Challenge
http://www.engineering.com/3DPrinting/3DPrintingArticles/ArticleID/5712/E-Waste-3D-Printer-to-Mars.aspx
48. If you love knowledge,
set it free…
Karinda Rhode
aka Robin Teigland
robin.teigland@hhs.se
www.knowledgenetworking.org
www.slideshare.net/eteigland
www.nordicworlds.net
RobinTeigland
Photo: Lindholm, Metro
Photo:
Nordenskiöld
Photo:
Lindqvist
Global collaboratorsPlatforms like ThingiverseInterest-specific groups on, for example, Google +Open Software and Hardware movements – use of SourceForge and GitHubMailing lists – partners not just local
http://ez.no/company/news/ez_systems_wins_the_red_herring_global_100Selected as a Red Herring 100 winner is a mark of distinction and high honor. Only 200 companies are chosen as finalists out of a pool of thousands. Of those finalists Red Herring selected 100 companies as winners. To decide on these companies the Red Herring editorial team diligently surveys entrepreneurship around the globe. Technology industry executives, investors, and observers regard the Red Herring 100 lists as invaluable instruments to discover and advocate the promising startups that will lead the next wave of disruption and innovation. Past award winners include Google, Yahoo!, Skype, Netscape, Salesforce.com, and YouTube.
Kay, J. (1993) Foundations of Corporate Success, Oxford, Oxford University Press.
120,000 tshirts sold each monthThreadless:What came first – the community or the company?RT: presents Threadless, http://www.nickburcher.com/2009/05/threadless-twitter-tees-another-example.html1,530,000 followers on TwitterThe whole business model for Threadless is based on an implicit understanding of how the social web works and gives a great demonstration of how communities can be built and harnessed across an organisation. Identifying online enthusiasts and passion groups and then using social platforms to bring them into the core of a business would appear to be a more powerful way of utilising social opportunities than just running ads on Facebook - but it requires a good deal more commitment. The media aspect of social offers some exciting opportunities for brands, but the potential of the social web can be significantly greater if the power of community is fully realised. In summary, there has to be purpose behind why you use social media. Largest challenge is about changing the mindset though – where create value? Use of social media considerably larger in smaller companies: Inc 100 vs Fortune 100. In these smaller companies, social media being used as a leadership tool as well.
The Forge “The world’s first open-source community of car designers and fabricators.” Crowdsourced design and selection process; option to help build your own car.
https://picasaweb.google.com/lh/photo/cGAPUCiKe6LI6l5fM4rFqAComputer-generated, persistent spaceThree-dimensional, immersiveenvironmentExperienced by many people at once/interactivity
https://picasaweb.google.com/lh/photo/cGAPUCiKe6LI6l5fM4rFqAComputer-generated, persistent spaceThree-dimensional, immersiveenvironmentExperienced by many people at once/interactivity
Platforms for unleashing creativity and revolutionizing value creationPersistent, computer-simulated, immersive environments ranging from 2D "cartoon" imagery to more immersive 3D environmentworld exists regardless of whether users logged inUsers can manipulate and/or alter existing content or even create customized content Shared space or co-presencenumerous users, or ‘avatars’, simultaneously participate, interact, and share experiences through gestures, text chat, and voiceSocialization/community formation of in-world social groups such as teams, guilds, clubs, cliques, housemates, neighborhoods, etc the world allowed and encouraged
http://www.readwriteweb.com/archives/number_of_virtual_world_users_breaks_the_1_billion.phpWhat are the 5 phases of a Hype Cycle?1. "Technology Trigger"The first phase of a Hype Cycle is the "technology trigger" or breakthrough, product launch or other event that generates significant press and interest. 2. "Peak of Inflated Expectations"In the next phase, a frenzy of publicity typically generates over-enthusiasm and unrealistic expectations. There may be some successful applications of a technology, but there are typically more failures. 3. "Trough of Disillusionment"Technologies enter the "trough of disillusionment" because they fail to meet expectations and quickly become unfashionable. Consequently, the press usually abandons the topic and the technology. 4. "Slope of Enlightenment"Although the press may have stopped covering the technology, some businesses continue through the "slope of enlightenment" and experiment to understand the benefits and practical application of the technology. 5. "Plateau of Productivity"A technology reaches the "plateau of productivity" as the benefits of it become widely demonstrated and accepted. The technology becomes increasingly stable and evolves in second and third generations. The final height of the plateau varies according to whether the technology is broadly applicable or benefits only a niche market.Virtual worlds have reached a stage where new users continue to build, even though the media has moved on to fan the fires of Facebook and Twitter, says Douglas Thompson, CEO of Remedy Communications, a Toronto marketing firm. Second Life says the time spent on the site by users increased 21 percent in 2009. Most paying customers on Second Life are purely social, but it still boasts 1,400 business-related organizations as users. Thompson says traffic on Metanomics, his company’s Second Life video presence, has picked up in the past year, with 50 percent of new users coming from small or medium-size companies. “People no longer ask what an avatar is,” says Thompson. “We can thank Jim Cameron for that.”Read more: Entrepreneurs Doing Business by Avatar - Personal Finance - Employment - SmartMoney.comhttp://www.smartmoney.com/Personal-Finance/Employment/Entrepreneurs-Doing-Business-by-Avatar/#ixzz0pp1H6D7N
Hurkommerdet sig att vi identifierarosssåstarkt med avatarer? Frågangår till HenrikEhrsson, professor påKarolinskainstitutet, somforskarikognitivneurovetenskap, somär en blandningavpsykologiochneurofysiologi. Han ärpionjärinomdettaområdeochhansforskningsgruppsresultatharuppmärksammatsinternationellt. – När vi spelardataspelsäger vi ofta: ”Vemär du? Jag är den därgrönagubben.” Detfinns en koppling till vårkropp. När vi kontrolleraravatarensrörelser, får vi en känslaavatt jag är ”den där” och vi börjartalaomatt vi är ”den där”. Vi har en känslaavatt vi styrvårkroppochdärförhar vi känslanatt vi ärvårkropp.– Hjärnanharettmultisensorisktområde, somskapar en inremodellavvårkropp, såatt vi kanhållaredapåkroppennär vi röross. När jag spelar tennis måstehjärnanhållaredavaravar mina armarochbenär. Ochdetmåstegåväldigtsnabbt under en tennismatch, därförharnervcellerna, somfinnsi de härområdena, grovupplösning.
http://www.youtube.com/watch?v=Gl_ZspsTLls
RT: traditional leadership further challenged as we move to a world of web 3.0 or the immersive internet…http://www.youtube.com/watch?v=-ahqjBeknT0
http://journals.tdl.org/jvwr/article/view/866
Sharing their way to success through leveraging their social capital to identify and realize opportunitiesStructure vs agency debate can be reconciled in this third organizational form as entrepreneurs develop this "firm" through their social capital building activities while the "firm" then provides a structure for the entrepreneur to build his/her business.
RT: the 3D internet characterized by ….(next slide)
As modeling and simulation technology improves, more and more real world items will be successfully designed in collaborative spaces that can be leveraged both by corporations and ad hoc groups. -Cory Ondrejka
(1) Enabling people to do things we already know how to do and (2)creating collaborative environments that allow people to develop new ideasand concepts to address unanticipated opportunities or challenges.Productive learning focuses mostly on the individual and on helpingthat individual to adopt a pattern of behavior that improves productivity.Generative learning, by contrast, is a collaborative endeavor. Shared meaningand insights are developed at the group level, and these insights driveenterprise transformation to ensure growth and sustainability. Today, thelearning function is focused primarily on productive learning. As a result,it appears that trainers are more likely to want to maintain the status quo,rather than challenge it.Learning is a far more complicated phenomenon than can ever be limitedto the classroom context. If we convey knowledge about tasks we alreadyknow how to do, we call it productive learning . If we share knowledge abouttasks that are new and different, we call it generative learning . Productivelearning serves largely to maintain the status quo within an enterprise byconveying what is already known, while generative learning involves notonly absorbing existing information but also creating new solutions to unanticipatedproblems. Information age learning requires that individuals andorganizations change the way they think about and act on what is knownand what needs to be known in order to innovate, change, and win.
Liam Dippenaar couldn't catch a ball with both hands. Holding two objects at once was a feat and, though right-handed, the 5-year-old used his left. Born with Ambiotic Band Syndrome, Liam lacks the instrument critical for most tasks: fingers. Thanks to two strangers halfway around the world and the magic of 3D printing, Liam is now able to color and write to his heart's content. Ivan Owen and Richard Van As created Robohand, an open-sourced device built with customized prosthetic fingers. Owen, of Washington state, and Van As, of South Africa, collaborated via the Internet to create the prosthetic. The duo decided to make the design in the public domain to help others who can benefit from the technology.Their journey started in 2011, when Van As came across a video of Owen's costume piece, a robotic hand built for amusement. Van As lost most of the fingers on his right hand in a woodworking accident and cast a net out for those willing to help build a prosthetic. Owen was the only one who agreed. "I had started with the first prototype prior to meeting Ivan. But yes, there were so many obstacles and one of the main ones was contacting people and them just saying, 'No, it can’t be done,'" Van As tells Mashable. Long nights on Skype and a 10-hour time difference took some getting used to, but the two kept the project going through email and file sharing. Owen and Van As initially used a milling machine and spent hours engineering parts until MakerBot donated two Replicator2 Desktop 3D Printers. The donation exponentially cut production time for prototypes. What used to take up to three days to complete can now be done in only 20 minutes. Using OpenSCAD, a free software application, Owen and Van As can exchange files and make changes in minutes. Jenifer Howard, MakerBot's PR director, says the cross-continent collaboration fits perfectly with the company's mission. "We love to see our printers being used for amazing life-changing and life-validating projects like this," Howard says. The two men document their progress on a blog called "Coming up Short Handed." Liam's mother, Yolandi, saw the site and reached out to Van As for help. Liam, who has no fingers on his right hand, received his own Robohand at no cost after several trials and prototypes. "At first it was quite amazing to see the smile on his face when they made the first prototype and he put it on his hand," Yolandi says. "His expression was, 'Oh wow, it’s copying me.'
http://www.youtube.com/watch?v=OhYvDS7q_V8
*No central clearing house nor are any financial or other institutions involved in the transactions.*There is a limit to Bitcoin supply (21 million bitcoins) to be reached in 2140. According to Bitcoin supporters, this implies in theory that the system will avoid inflation as well as business cycles stemming from excessive money creation.
Jon Matonis, Forbes, Rhetorically, I posed the question: “In fifty years, would you rather own 100 euros, 100 Amazon Coins, or 100 bitcoins?” http://www.forbes.com/sites/jonmatonis/2013/05/20/bitcoin-comes-to-swift/http://gizmodo.com/5994229/this-video-explains-everything-you-need-to-know-about-bitcoin-in-three-minutes
I always like to put things into perspective. I think that what is interesting and relevant here is that several economic historians had actually predicted the crisis that we are experiencing now. I don’t have time to go into all the details, but what we are seeing is a pattern repeating itself. As in the late 18th and 19th Centuries there was a technological innovation that led to a period first of transformation as the innovation began to be diffused, then a period of rationalization leading to an imbalance, and then to a financial crisis coming around 40 years after the innovation. However, in the past, these financial crises have then led to periods of great economic development – industrial revolutions, in which industry profitability has been restored through a redistribution of the value-added between capital and labor. But more importantly, these crises filtered out those organizations that could not adapt and change to stay competitive in the new industrial environment. And one of the most important things that is of interest for today’s discussion is that in one of the factors facilitating these new phases of economic growth following the crisis has been that a generation of people that had never experienced life without the innovation starts to enter the workforce – thus they are not restricted by old ways of thinking.experiencing now some economic historians claim to be due to the innovation of the microprocessor and microelectronics in the 1970s. Similar to what we experienced with the innovation of the steam engine in the late 18th C and the internal combustion engine and electric motor in the late 19th C, there was a subsequent crisis about due to various forces converging. We saw that as these basic innovations were diffused, people stopped investing in the existing industrial structure and instead focused on investing in a new generation of competitive machinery, which then led to an industrial revolution in both cases as the innovations became embedded in society. At the same time, the crisis served to release the negative pressure that had been built up as well as to restore industry profitability through the redistribution of value-added between capital and labor. Other notesNotes from article - Schön, L, Economic Crises and Restructuring in HistoryA crisis is connected with changes in the long term or structural conditions built up during a rather long period of time and effects behavior for a long time to comeTransformation – changes in industrial structure – resources are reallocated between industries and diffusion of basic innovations with industry that provides new bases for such reallocationRationalization – concentration of resources to most productive units within the branches and measures to increase efficiency in different lines of productionShifts between transformation and rationalization have occurred with considerable regularity in structural cycle of 40 years – 25 years on transformation, and 15 years on rationalization. Crises been part of this cycle as wellInternational crisis in 1840s – How go from crisis to expansion quickly – went quite rapidly in 1930s for Sweden – but Sweden in opposite corner in 1970s1850s – upswing of industrial and infrastructural investments was linked to breakthrough of mechanized factories in Sweden, modernization of steel processes and construction of railways1930s and more marked after WWII late 1940s - expansion of electrification and diffusion of automobiles, processing of electrosteel to small motors in handicraft and household – combination with motorcar – new styles in living and consumptionWaves of investments around development of an infrastructure from basic innovation of preceding cycle mid 1970s – microprocessor – knowledge and information in production of goods and servicesIt is not the basic innovation itself – but the diffusion of the innovation that counts!When invented, then expensive to implement, have a narrow range of application – Following generalization – A structural crisis (that has been preceded by an early development of basic innovations) has put an end to old directions of investments mainly in rationalization of existing industrial structure and given rise to investments in ne and devt of new tech that after one decade (the length of the classical Juglar cycle of machinery investments) has created a new generation of economically competitive machineryReallocation of labor occurs approx 15-30 years after the structural crisisDevelopment of markets – distribution of value added between capital and labour is one mirror of these changesDiffusion of innovations leads to expansion of markets and arrival of new competitors – Structural crises – release negative pressure and restored profitability in industry – get rid of those who not competitive
Abandoned factory in Michigan: http://www.nebraskaweatherphotos.org/july2009photos.htmlOffice building: http://homeasnika.com/office-buildings/
Old movie – 2008 – so interesting to see how much already changed since then.
http://journals.tdl.org/jvwr/article/view/866
Of original Forbes 100 in 191761 companies ceased to exist by 198718 of remaining 39 underperformed market by 20%Only 2 beat market index (GE & Eastman Kodak)Only 1 (1%) today!Of companies in original S&P 500 in 1957426 companies ceased to exist by 1997Only 12 (2.4%) outperformed S&P 500 index in 1997 Of top 100 companies in Korea in 1955Only 7 still on list in 20041997 crisis destroyed half of 30 largest conglomerates