slides for a session at Barcamp Munich

1. Yellow Pages, Xing und Co. - Infrastruktur für soziale Netzwerke im Unternehmen (mit einem Ausflug in SNA aka Social Network Analysis) Martin Koser, frogpond Barcamp, München 6.-7. Oktober 2007

2. Why Social Networks for Enterprise 2.0? Welche Konzepte stehen hinter Social-Networks im Internet? Welche Rolle spielen soziale Netzwerke im Unternehmen? Xing, del.icio.us, flickr, MySpace, ... Lassen sich diese auf Intranets übertragen? Auswirkungen auf die Kommunikations- und IT-Landschaft im Intranet?

3. Collaboration Adaptivity Office 2.0 mashups Implementation Innovation Management Web 2.0 Knowledge Work semantic web Wiki social networking Consulting www.frogpond.de weblogs Enterprise 2.0 RSS tagging Prozessinnovationen Ajax folksonomy Business Model Innovation

4. http://www.stopblocking.org/

5. © Rob Cottingham, 2007

6. Communication Overload ...

7. Information Overload ... my ***...

8. Information Overload (2)

9. it’s not about being poked and prodded, it’s about exposing more surface area for others to connect with Hyper - Connectivity Johnnie Moore, in: http://www.johnniemoore.com/blog/archives/001752.php

12. http://www.fas.at/whysna/ So I may as well? Knowledge Work Networks I‘ve got some good reasons ... Let‘s look back

13. Now, most knowledge is not visible ... http://www.anecdote.com.au/archives/2007/08/what_do_we_mean.html

14. Looking back on Structural Innovations: E-Organization ... vgl. Neilson, G.L.; Pasternack, B.A.; Viscio, A.J. (2000): Up the (E)Organization!: A Seven-Dimensional Model for the Centerless Enterprise, in: Strategy & Business, 6. Jg., 2000, 1, S.52-61

15. Structural Innovations (2): Small within Big is beautiful

17. Structural Innovations: Fuzzy Boundaries Complementor Competitor Supplier Customer Customer Supplier Complementor Competitor

18. Structural Innovations: Allowing for Emergence Visible Hand „ Management“ Invisible Hand „ Self-organization“

19. Example: Building and extending social networks: (Un-)conferences

20. Increasing knowledge worker productivity is the BIGGEST of the 21 century management challenges. Peter Drucker in Management Challenges of the 21st Century

21. ... (networked and distributed) knowledge workers ... and managers “ They will have to place themselves where they can make the greatest contribution; they will have to learn to develop themselves.... They will have to learn how and when to change what they do and when to change what they do, how they do it and when they do it.” Peter F. Drucker again

22. .... turbocharged with social software This isn‘t your father‘s Yellow Pages on the Intranet ...

23. Reden wir über Knowledge Management 2.0? Goals ? more competencies fitting information more motivation information motivation competencies information motivation competencies knowledge worker potential

24. Knowledge Management in a Connected World “ The value is not in the delivery of knowledge, but in the alchemy of knowledge, in the ability to connect thoughts that weren't previously connected” From Content and Collection to Collaboration and Connection

26. Social Networks (and informal organization) „ [...] made of people ...“ Charlton Heston, Soylent Green, 1973

27. Social Networks or Informal Organization ... So what‘s your OQ (Organizational Quotient)? Katzenbach makes the case for people with high OQ as those who are able to "toggle between both power structures" - formal and informal of the organization. The hidden workplace refers to the informal social network which if mapped through social network analysis (SNA) reveals the connections through which people get work done. Ability to influence the informal network is a critical factor.

28. Fabrics or Informal Organization ...

29. Formal & informal Enduring, unless deliberately altered Top-Down Static Excellent at alignment Plain to see Equates „person“ with „role“ Hierarchical Bound together by codified rules & order Easily understood & explained Critical for dealing with situations that are known and consistent ... Evolving constantly grassroots dynamic excellent at motivation Requires inside knowledge to be seen Treats people as individuals flat Cohered by trust + reciprocity difficult to pin down Essential for situations that change quickly or are not yet fully understood ... Katzenbach Partners, The informal organization, 2007

30. Uncovering networks in an organization Formal organization Teigland et al. 2005 Informal organization

31. “ Managing” networks in your organization Before After Anklam & Welch 2005 1. Uncover networks 2. Analyze networks 3. Improve connectedness

32. Contact me ... www.frogpond.de Dipl.-Ing. Dipl.-Kfm. Martin Koser Steingaustraße 27 73278 Schlierbach Germany [email_address] Skype: mk.frogpond