1.
INFORMAL NETWORKS
“
Call it a clan,
call it a network,
call it a tribe,
– how they are changing the call it a family:
world of work Whatever you
call it, whoever
you are, you
need one.
Jane Howard,
Novelist
”
Jeremy Blain, Director, International Partners
Network, Cegos Group

2.
CONTENTS
OVERVIEW & EXECUTIVE SUMMARY
1. INFORMAL NETWORKS – A SOFTWARE HERITAGE
2. THE RELEVANCE OF SUCH NETWORKS IN L&D
3. THE SME QUESTION
4. A LEARNING NETWORK IN PRACTICE – SHIBUYA
UNIVERSITY
5. CHANGING THE WORLD OF WORK – THE BENEFITS
6. AND THE CHALLENGES AND SOLUTIONS
7. WHERE NEXT? THREE THINGS YOU CAN DO NOW TO
GET STARTED
© Cegos Group, 2010/2011

3.
This paper looks at
the growth of informal
networks and how they
have developed, the
main characteristics
that define them, the
environment in which
they flourish, and their
impact on the world of
work.
OVERVIEW & EXECUTIVE SUMMARY
This short white paper will look at the growth of informal networks and the
potential impact such networks are having on the world of work. The paper
will link in to a number of issues raised in the broader May 2010 white paper
from Cegos – ‘Exploring and Interpreting the Most Important Learning Trends
across the Globe’.
It’s important at the outset, however, to clarify the parameters of this paper.
While social media networking tools, such as Facebook and Twitter, are
playing a fundamental role in driving these networks forward and enabling
other networks to be created, this white paper will not focus on the
technologies and the use of these information dissemination vehicles per se.
The paper will look at how these networks have developed from the software
world, the main characteristics that define them – agility and responsiveness
and collaboration, and the environment and values in which such networks
flourish. Going back as far as the ‘Invisible College’ in the 17th century,
the paper will examine the relevance of such networks to L&D, why SME’s
seem more able to embrace them, and the benefits to organisations from
empowerment to improved feedback to sharing best practices.
Finally, the paper will look at the challenges L&D departments face in
structuring informal learning networks within existing activities and the main
criteria for success.
© Cegos Group, 2010/2011

4.
“
1. INFORMAL NETWORKS – A SOFTWARE HERITAGE
Networks today play a vital role in the bringing together of people with distinct Cooperative, articulate
interests and the sharing of information. They can redefine communities, and considerate
geography and identity; can be formed around shared interests; and enable
learning, communication and knowledge sharing.
people comprise
the best teams. The
The development of information-driven cross-country and cross-company Agile Manifesto, like a
networks over the last few years has been driven principally by the IT and
software industry.
compass, helps guide
the team towards a
With the Internet and related social networking tools providing the key medium common goal as any
for the dissemination of information, open source software communities
and their focus on agility, responsiveness, community building, and high
member can deviate in
performance collaboration, have provided a model which is now starting to be the fog of uncertainty,
followed within the world of learning. complexity and stress
The impact that such informal networks can have on organisations and the
culture changes they can engender is well illustrated in the diagram below – a
statement of values from The Agile Manifesto, a group of software developers
which originally formed in 2001 to define the approach now known as agile
”
Peter Lehman,
Applied Innovations Research on
the Agile Manifesto
software development.
Through their work, they acknowledged in the Manifesto that they “are
uncovering better ways of developing software by doing it and helping
others do it” and that they have come to value individuals and interactions
over processes and tools; collaborative technology over documentation;
collaboration with the customer – the end user – over contract negotiations;
and the all important ability and flexibility in responding to change rather than
adhering rigidly to an existing plan.
Individuals and Interactions over Processes and Tools
Leveraging Collaborative
over Comprehensive Documentation
Technology
Customer Collaboration over Contract Negotiation
Responding to Change over Following a Plan/Existing Path
© Cegos Group, 2010/2011

5.
Another informal network that has direct application to the world of work
today is that of the Scrum Alliance, a not-for-profit professional membership
organisation that in the Alliance’s own words “is an agile approach to
managing complex problems.”
The Scrum Alliance’s mission is to increase awareness and understanding of
! KEY
POINTS
We have much to
Scrum, provide resources to individuals and organisations using Scrum, and learn from the agility,
promote the iterative improvement necessary to succeed with Scrum. responsiveness,
community building,
So what is the Scrum process? It is is an agile process focusing on delivering and high performance
the highest business value in the shortest possible time. It is based around collaboration that defines
self-organizing teams that create an agile environment for delivering projects the networks of the
and determining the best means of achieving their goals. Problem solving software industry.
consists of the team split into a series of ‘sprints’ of between two and four
weeks of focused activity on one or a series of linked items. If anyone has Such networks require
questions or needs re-assurance, the blog site doubles as a second self- a culture change within
organized environment, where issues are dealt with without the need for a organisations and a
managers and a more hierarchical structure. In this way, Scum can boast to move from process and
be a truly empowered organisation. tools to individuals and
interactions.
While its main focus remains software and how it can change the world of
work, Scrum today is relevant to every facet of an organisation and the means The Scrum Alliance is
of acquiring information and skills. Read the articles on their web site and defined by self-organising
terms such as ‘the agile manager’ and ‘executive coaching’ come to the fore communities and true
regularly. empowerment.
• 712 courses offered worldwide.
• 100,000 global members.
• Offices in New York, Brussels and Beijing.
• Recent Gatherings in Australia, China, India, the Netherlands,
and Portugal.
© Cegos Group, 2010/2011

6.
“
2. THE RELEVANCE OF SUCH NETWORKS IN
LEARNING & DEVELOPMENT About the year 1645,
So what relevance do such networks have to today’s learning environment?
while I lived in London,
What can we learn from software developers and their focus on agility and I had the opportunity
empowerment? of being acquainted
Such models can have immediate applicability to the world of work where
with worthy persons,
collaboration, when done well, can help organisations and teams become inquisitive natural
more agile, flexible and adaptable to change. philosophy, and other
And they are not new, either. As far back as the 17th Century, a group of
parts of human learning.
scientists set up what was called as the ‘Invisible College’ as a means of We did meet weekly in
acquiring knowledge together through experimental investigation. According London on a certain
to Wikipedia, “the term now refers mainly to the free transfer of thought
and technical expertise, usually carried out without the establishment of
day and hour, under
designated facilities or institutional authority, spread by a loosely connected a certain penalty, and
system of word of mouth referral or localized bulletin-board system”. a weekly contribution
Today, it is technologies, such as Web 2.0 and social media networking tools,
for the charge of
such as Facebook, that are providing the platform for this bulletin board experiments, with
system. The ‘Skillsoft Social Networking at Work Survey’ in January 2010, for certain rules agreed
example, which surveyed 3,000 learning professionals, found 91% believing
that social networking principles can be even more useful in a professional
amongst us, to treat
environment than a personal one. and discourse of such
affairs...
Just as software developers have collaborated together for years and just
as we are empowering ourselves in relation to our health (where do you first
go when you want to know what your symptoms mean?), the last few years
having seen a proliferation of informal learning networks. As the diagram
below illustrates, we have moved from artisans to hierarchies to networks.
”
John Wallis, one of the founders
of The Invisible College
The white paper includes some network examples in the box at the bottom of
this section.
WORK:
ARTISANS HIERARCHIES NETWORKS
–19th C +/- 20th C 21st C
© Cegos Group, 2010/2011

7.
Informal Learning Networks – some examples
! KEY
POINTS
Software-based network
models can have
43 Things – a social networking site based around the concepts of people immediate applicability
describing and sharing personal goals (in many cases learning goals) and then to the world of work
collaborating towards achieving them with others with similar goals. Experts, where collaboration,
who have achieved these goals, can offer expertise. when done well, can help
organisations and teams
become more agile,
flexible and adaptable to
change.
Driven by technologies,
L&D networks are on the
A source for guidance on best practice and future trends in technology-based
rise. There are already
learning and development at work, with more than 2500 members in the UK
many to choose from.
and beyond.
An executive network on management methods, models and concepts.
A free ethical learning and development resource and network for people and
organisations.
© Cegos Group, 2010/2011

8.
“
3. THE SME QUESTION
One thing it’s also important to mention is that, to date, SMEs have tended Cegos Group’s May
to be much more adept at embracing informal networks than larger 2010 survey found that
organisations.
mid-sized companies
Why is this? Part of the reason is that SMEs tend to more agile, and are able are leading the way
to focus on individual interactions and collaboration rather than being rooted over larger companies
in a mentality of processes and documentation. In short, they are much closer
to the values that the Agile Manifesto aspires to than larger companies.
with more customised
and innovative forms
Our May 2010 white paper also came to similar conclusions with a survey of learning rather than
at that time finding that mid-sized companies (with 250 to 1,000 employees)
are leading the way with more customised forms of e-learning and blended
traditional off the shelf
learning rather than traditional off the shelf packages utilised more by the packages.
larger companies (see the diagram, below). The same is the case with informal
networks.
”
% 1000 + 250 to 999 less than 250
100
90 93% 93%
90%
80
70
60
50
49%
40 44%
37%
30 34% 34% 35%
32% 32% 31%
20 25% 24% 23%
10
0
Group/ Online On the job Blended E-learning with
instructor led self-driven coaching/ learning online tutor
mentoring
© Cegos Group, 2010/2011

9.
“
4. A LEARNING NETWORK IN PRACTICE
One of the best examples today of a learning network in practice is that of People think that
Shibuya University in Tokyo. The University demonstrates how creating an education lasts until you
informal cooperative learning culture can promote the sharing of expertise
for the greatest benefit of the community without a reliance on more formal
graduate from school.
learning structures, such as academically qualified teachers and lesson plans. But I think that people
It also incorporates some of the key elements of a successful learning network should continue to learn
– agility, collaboration and the highly democratic notion that everyone is equal.
even after graduation.
”
Yasuaki Sakyo,
President Shibuya University
The whole philosophy of the University is grounded on the pretext that
everybody should have the chance to join in and share knowledge – anybody
can be a teacher, anybody can be a student.
Unlike traditional universities, there are no entrance examinations and no
graduation degrees. Classes are led by teachers from all walks of life; cover
almost any subject under the sun; and take place in the local community – in
shopping complexes, restaurants, record shops, museums and even temples.
At Shibuya University, learning is fun and relevant to the individual - people
choose what they want to learn. Classes can be about anything people are
interested in and range from Scotch whiskey tasting and the art of distillation
(in a British-style pub, of course) to environmental issues and what you need
to know before an election.
Shibuya’s free-flowing approach to learning is a stark contrast to traditional,
formal Japanese teaching methods and is a clear sign of the times of
how today’s younger generation want to learn. There is much that L&D
departments can learn from Shibuya as we look to embrace formal learning
networks.
© Cegos Group, 2010/2011

10.
5. CHANGING THE WORLD OF WORK – THE BENEFITS
So what can we, as L&D professionals, draw from this growth in cross-
country and cross-company informal networks? What are the benefits? What
are the challenges? And how can organisations, whether larger organisations
or SME, best harness their potential?
! KEY
POINTS
Increased levels of
empowerment, a highly
There’s no doubt that informal networks are changing the world of work as we interactive feedback loop,
know it with significant benefits. the ability to share best
practices, the applicability
They are increasing the levels of empowerment, among learners allowing to organisational models
them to move away from the traditional manager-led, hierarchical structure such as remote working,
and set their own learning paths. There is no better example of this and reduced costs are
empowerment that the agile software movement where equality and lack of all potential benefits of
hierarchy is the foundation to everything they do. The result is an ability to learning networks.
react according to changing circumstances and ensure that everything they
do is rooted in real user needs.
Another benefit is the ability to create a highly interactive feedback loop.
Informal networks can provide learners with a continuous stream of feedback
– more so than they would be ever likely to receive within the organisations
they work for. Whether this is always feedback L&D departments would
“
There is a growing
demand for the ability
support is up for debate, but the fact remains that such feedback can be a
huge source of support and strength to the learner.
to connect to others. It
is with each other that
Engaging with informal networks also provides the opportunity for sharing we can make sense,
best practices across companies and countries. This aligns itself with the
learning model of connectivism, based on the theory that learning exists in the
and this is social.
world rather than simply in the head of an individual. See the quote from one Organisations, in order
of connectivism’s founders, George Siemens, below. to function, need to
The informal learning network model can also be particularly beneficial for
encourage social
particular types of workers, such as remote teams. And these teams are exchanges and social
continuing to grow. A recent survey from City & Guilds and the Institute learning due to faster
of Leadership and Management (ILM) found 73% of respondents saying
remote management is common within their organisation with 37% of leaders
rates of business and
managing fully or predominantly remote teams. technological changes.
Social experience is
Finally, there is the benefit of cost. At a time of declining training budgets and
an end to week-long training courses, the emergence of highly cost effective
adaptive by nature and a
informal networks has come just at the right time. Yet at no stage should social learning mindset
informal networks be seen as an excuse for cutting budgets but rather should enables better feedback
be based around a reallocation of budgets. With as little as 10% of learning
occurring through formal development and yet up to 80% of L&D budgets
on environmental
spent in this area (Source: The People Bulletin), there certainly is a compelling changes back to the
case for a realignment of priorities. organisation.
” George
Siemens, leading
Theorist behind
Connectivism
© Cegos Group, 2010/2011

11.
6. AND THE CHALLENGES AND SOLUTIONS
Just as there are benefits, there are also challenges to today’s L&D practitioner.
Principal among this is the relevance and appropriateness of content that
learners are accessing as part of these informal networks. How can you be
! KEY
POINTS
Be aware of information
sure that such information and expertise will contribute to your company’s overload and the
ethos? Is there a danger of decentralising such knowledge and learning that it relevance of content.
has no relevance to a company’s culture and values?
Make sure you experience
Information overload can also be a problem. Recent research from analyst such networks, let the
Bersin & Associates shows that 68% of knowledge workers now feel that their learner drive them, bring
biggest learning problem is an ‘overwhelming volume of information.’ the line manager on
board, and communicate!
So how can organisations, L&D and HR departments capture the same spirit
of innovation and collaboration that has been demonstrated by the software A culture change might be
community and how can the development of work-based informal networks, the result. Organisations
such as the Scrum Alliance, be harnessed for the good of the organisation? can also set up their own
informal networks!
In order to take full advantage of informal learning networks, L&D professionals
must find ways to ‘formalise’ informal learning to manage its use by learners
and to protect against information overload. Informal learning networks also
need to be linked to specific skills development and talent management
strategies and structured in such a way that it has a measurable impact on
individual and organisational performance.
There are a number of key prerequisites for achieving this:
HR & L&D professionals need to not only be aware of such networks but
experience them. Research requires these people to join these networks and
draw their own conclusions from them.
They also need to allow the learners to drive such initiatives. As soon as
companies try to set out overbearing guidelines for the use of such informal
networks, the benefits and sense of empowerment will be lost.
As discussed in some detail in the May 2010 white paper, the role of the line
manager will remain vital in focusing and reinforcing what is learned as a result
of these networks and how it can be utilised in day-to-day work activities.
Although not cross-company, there are also opportunities for organisations
to establish their own informal, cross-country networks. One means of
enabling this is through Elgg (see separate box).
Communications is also vital. People must be given reasons to engage
with these networks and understand what’s in it for them in terms of their
respective role in the workplace.
Finally, any embracing of informal networks must inevitably lead to a culture
change within an organisation. Going back to the Agile Manifesto, there
needs to be a paradigm shift away from processes and tools towards individuals
and interactions and an increased flexibility and agility within an organisation. It
is here where SMEs are stealing a march on their larger counterparts.
Elgg is an award-winning open source social networking engine that provides
a robust framework on which to build all kinds of social environments, from
a campus wide social network for your university, school or college or an
internal collaborative platform for your organisation through to a brand-
building communications tool for your company and its clients. © Cegos Group, 2010/2011

12.
7. WHERE NEXT? THREE THINGS YOU CAN DO NOW
TO GET STARTED
While informal networks and the technologies that support them have
developed remarkably quickly over the last few years, there’s no reason why the
! THREE
THINGS
YOU CAN
pace of change and innovation should not accelerate even faster over the next
few years. DO NOW
It’s also clear that software-led networks continue to set the standards in
TO GET
terms of agility, responsiveness and collaboration, and broader learning-based STARTED
networks still have a great deal to do in order to be true equals. The scene has
been set for an interesting few years!
See What’s Out There.
Learn and experience the
informal learning networks
already out there. Try them
out for yourselves. Ask if
your employees are using
such networks (you may
not know if they are or
not). How useful do they
find them?
Take the Learner’s
Perspective.
How can we help learners
utilise these network
and continue to enjoy
them? We could perhaps
roll-out software to make
it easier for learners to
engage. Make sure that
they continue to lead the
learning experience.
Get That Buy-In
from managers and,
most important of all,
line managers who must
support the process.
Remember we are
talking about a potentially
significant culture change.
© Cegos Group, 2010/2011

13.
REFERENCES
The Agile Manifesto – www.agilemanifesto.org
Businessballs.com – www.businessballs.com
Cegos Survey, May 2010
City & Guilds and the Institute of Leadership and Management (ILM) Survey. See
http://www.i-l-m.com/research-and-comment/1448.aspx
The Corporate Learning Factbook 2009: Benchmarks, Trends & Analysis of the
US Training Market; Bersin & Associates.
Elgg – www.elgg.org/
The eLearning Network – www.elearningnetwork.org
The Invisible College – http://en.wikipedia.org/wiki/Invisible_College
The Scrum Alliance – www.scrumalliance.org
Skillsoft Social Networking at Work Survey, January 2010 – www.skillsoft.com
43 Things – www.43things.com
12Manage – www.12manage.com
ABOUT CEGOS GROUP
Cegos Group, established in 1926 is today the European leader in professional
education and one of the major global players. Its consultants have expertise
across all subject areas in management and developing competencies: human
resources, management and leadership, performance and organizational
skills, individual and team performance, marketing and commercial, project
management, deployment of large training systems internationally.
In 2008, the Cegos Group achieved sales of 195.5 M and trained more than
200,000 staff in Europe and internationally. Cegos employs 1,200 consultants
and works in 30 countries across the globe.
www.cegos.com
www.elearning-cegos.com
www.global-learning-cegos.com
For more details, debate or discussion, please contact:
jeremy.blain@cegos.co.uk or + 44 (0)7714 521045
© Cegos Group, 2010/2011