4. The scent of
information....
emergence of
http://www.flickr.com/photos/photonquantique/
networks
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6. Cognitive
Surplus?
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7. Collective Action
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8. Strategy?
Wayfinding - where are we heading...
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http://www.flickr.com/photos/fylkesarkiv/4598345656/
9. Sharing
Create a culture of sharing
http://www.flickr.com/photos/oochappan/70545772/
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10. http://www.slideshare.net/eteigland
Closed model
Organizations internalize resources for value
creation; restrict access to knowledge, and
protect intellectual property. DiGangi 2010
Background Image Source: http://www.flickr.com/photos/betta_design/922748164/
11. http://www.slideshare.net/eteigland
Open model
Organizations leverage both internal and
external resources for value creation;
strategically interact with environment
DiGangi 2010
Background Image Source: http://www.flickr.com/photos/puroticorico/441296576/
12. Oxymoron
How do I give up control
and still be in command?
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13. Open
Innova/on
Where do good ideas come from?
http://www.flickr.com/photos/66718489@N00/47491263/
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16. Collaboration Themes Participation -
Human behaviour, we like
to work together
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http://www.flickr.com/photos/statelibraryofnsw/4658725597/
17. Solitude
Contemplate
“Without great solitude, no serious
work is possible,” P. Picasso
http://www.flickr.com/photos/capturedtime/940477703/
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20. http://www.slideshare.net/eteigland
Co-created model
Organizations encourage flow of knowledge
between internal and external resources; focus
on common good where both parties benefit
DiGangi 2010
Background Image Source: http://www.flickr.com/photos/veggiefrog/3435380297/sizes/o/
21. http://www.slideshare.net/eteigland
Threadless:
What came first –
the community or
the company?
RT: presents Threadless, http://www.nickburcher.com/2009/05/threadless-twitter-tees-another-example.html
1,530,000 followers on Twitter
The 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. Let’s hear
from some of you now on your thoughts about social media.
(Next Slide)
22. Spatial
Annotation: User-
Generated content
created in real-
time about your
Networking: is real-time location
conversations, and media sharing
with strangers and friends in your
immediate proximity 22
23. Challenges...and
uses
1# Critical Mass
2# Platforms
3# Monetization
Messaging
4# Privacy
Annotation
Sharing
Dating
Q&A
Games
Introductions
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26. But how to balance needs of community with
needs of firm in value co-creation model?
http://www.slideshare.net/eteigland
DiGangi et al 2010
Background Image Attribution: http://www.flickr.com/photos/atranman/5016786784/sizes/l/
29. Framtidens kunskapshantering via Sociala Medier
Information Shadow
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30. Web
of
Things!
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31. The
Social
Bot
• @TowerBridge
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32. You
got
the
technology
now what?
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33. User Adoption
Engage
Cultivate
Participate
Enjoy
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http://www.flickr.com/photos/library_of_congress/3549665322/
34. Governance
Finding the patterns of collaboration - game plan/rules
‘geology of minds’
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http://www.flickr.com/photos/smithsonian/4730112454/
35. Framtidens kunskapshantering via Sociala Medier
Adapta'on
Agile
Knowledge
Flux Architecture Strategy
Networking
Roles
Process
Everyday Intelligence
Emergent
Open Governance
Irrational Tools
Arbitrary
Management
Demystify
INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
Adaptation: Fredrik Lindström exempel!
Focus hos IM (BI/DW) = Architecture, Strategy, Roles, Process, Governance, Tools and Management!!!
Människor: Tar godtyckliga beslut baserade på hörsägen, vänner/nätverk, tidigare erfarenhet, uppfattade signaler utifrån!
Verkligheten är föränderlig, upprepande, öppen och framväxande….
IM måsta ta avstamp i vardagen!
IM är både strukturerad och ostrukturerad data i en salig blandning, och mitt i detta arbetar vi med kontrollerade vokabulär, taxonomier, ontologier,
master-meta-data för åtminstone skapa en informationsstruktur! Detta arbete är LÅNGSAMT, TIDSKRÄVANDE, NÖDVÄNDIGT och blir aldrig klart!
”Good Enough”?
36. Every
Large
Enterprise
site
is
a
complex
adap+ve
system
• John
Holland
”A
complex
system
is
a
dynamic
network
of
agents
(which
may
represent
cells,
species,
individuals,
firms,
naBons)
acBng
in
parallel,
constantly
ac2ng
and
reac2ng
to
what
the
other
agents
do
Source: http://en.wikipedia.org/wiki/John_Henry_Holland
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37. Can
we
Govern
a
series
of
moving
targets?
INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
38. More
from
John
Holland:
• ”the
control
of
a
complex
adapBve
system
tends
to
be
highly
dispersed
and
decentralised…
• ”the
overall
behaviour
of
the
system
is
the
result
of
a
huge
number
of
decisions
made
every
moment
by
many
individual
agents.”
INSTITUTIONEN FÖR TILLÄMPAD INFORMATIONSTEKNOLOGI | www.ait.gu.se
39. Leadership moving forward……
Hierarchy Heterarchy
Linear, static, process- Dynamic, integrated
based organization collaboration networks
Teigland 2010
Speaker notes
As a result, we are seeing significant pressure being put on traditional forms of organizing. On the left is what we are used to thinking about when we speak about organizations. A formal organization - a hierarchy in which information and knowledge goes up and down through the formal lines of an organization. Work tasks are broken down
and coordinated through formal processes. However, research has shown that the large majority of work is actually done through informal networks – some say even 80% in knowledge-intensive organizations which is what we see on the right hand side. Here we have mapped the informal or social organization within one organization we were
researching - how many of you have seen one of these sociograms or network diagrams before? This is what my research focuses on – investigating knowledge flows through social networks. In this diagram you can see the dots or nodes are individuals and the lines are the knowledge flows between these individuals. And this is becoming of
increasing importance to understand and leverage these informal or social networks as the digital natives continue to enter the workforce – bringing with them their way of solving problems, organizing and learning.
(Next slide)
Screen shots: revolving social media sites and pictures of digital natives
Other notes
Org on the left is Built around the expert – put the expert in the box
But in this new social organization –
Large majority of work done through informal networks, some even say approx 80%.
Important to understand both these worlds and how relate to one another…
Suggests that as much as 90% of information that people take action on comes from people in their own network – Cross dissertation
experts are all over the place and you need to find where the expertise lies in the org and how to connect these individuals
40. Open Leadership
Having confidence and
humility to give up need to be
in control, while inspiring
commitment from people to
accomplish goals
