Accelerating the Business of Networking

Transcription

1 Accelerating the Business of Networking Towards the Social Business Dr Laurence Lock Lee Partner & Co- Founder Skype: laurencelocklee September Commercial in Confidence 1

2 Overview KM, Communities, SNS and SNA the evolution Moving Toward the Social Business New Tools for Managing the Social Business Efficiency Effectiveness Innovation Summary Insights Commercial in Confidence 2

3 KM, Communities of Practice and SNA Acceleration in Community (Social Business) 2008 Convergence CoP:SNA:SNS 2006 Facebook& Twitter legitimise 'Social 1998 My first CoP 'X-Ray' using SNA 1991 'CoP' coined 1986 KM introduced as a 'new' field 1980 First international conference on SNA 1930 First Sociogram Commercial in Confidence 3

4 Phases of Community Building Exploring Engaging Exploiting Where is there potential for a productive community? How can we build connections between prospective members? How can we do something productive as a community? Commercial in Confidence 4

5 Community Evolution Network Perspective (KIN Example) Exploring Engaging Exploiting Affinity Map (Common Interests viz. conference map) Connections Map (Actual connections viz. survey map) Productivity Map (Value generating networks KIN?) Commercial in Confidence 5

6 Building Community and the Social Business Commercial in Confidence 6

7 Social Business Dashboard Architecture Organisational Performance Dashboard Business Metrics Data Sources Efficiency Effectiveness Innovation Network Survey Survey Templates: Efficiency Effectiveness Innovation/comments Interest Profiles Social Business Social Media Facebook friends Twitter Follows/followed Facebook Likes/dislikes Wiki posts/edits/comments Blog posts/comments LinkedIn, Yahoo forums Sharepoint Forums HR Finance Ops CRM ERP Systems Transactional Business Commercial in Confidence 7

8 Social Business Dashboard Visualisation Efficiency Analysis Space Community Mapping Space Cross BU efficiency 60" 50" 40" 30" 20" 10" 0" 1/01/11" 2/01/11" 3/01/11" 4/01/11" 5/01/11" 6/01/11" 7/01/11" Trust&Index& 8/01/11" 9/01/11" 10/01/11" 11/01/11" 12/01/11" 13/01/11" 14/01/11" Cross Unit Collaboration 15/01/11" 16/01/11" 17/01/11" 18/01/11" 19/01/11" People Maps Org Unit Maps Capability Maps Innovation maps Innovation Analysis Space Effectiveness Analysis Space Capability)Index) 70" 60" 50" 40" 30" 20" 10" 0" 1/01/11" 1/02/11" 1/03/11" 1/04/11" 1/05/11" 1/06/11" 1/07/11" 1/08/11" 1/09/11" 1/10/11" 1/11/11" 1/12/11" Explorer"Index" Engager"Index" Exploiter"Index" 45" 40" 35" 30" 25" 20" 15" 10" 5" 0" 20" 18" Area"A" Area"B" Area"C" Area"D" 16" Area"E" Area"F" Area"I" Area"J" 14" 12" 10" 8" 6" 4" 2" 35" 0" 30" 1/01/11" Commercial in Confidence 8 1/02/11" 1/03/11" Key$Player$Vulnerability$ 1/04/11" 1/05/11" 1/06/11" 25" 20" 1/07/11" 15" 10" 5" 0" 1/08/11" TARGET" 1/09/11" Successor"A" 1/10/11" Successor"B" 1/11/11" Successor"C" Successor(Risk( 1/12/11" Successor"D" Successor"E" Successor"F" Successor"G" Successor"H" Successor"I" Successor"J"

9 Efficiency: Trust Network Benchmarking Trust Index = Reciprocal Links / All Links (respondents only) UK Facilities Manager: Trust Index = 32% (n = 762) Private Sector Rail Engineers: Trust Index = 24% (n = 74) XXX Trust IndexTrust Index = 18% (n = 231) International Petroleum: Trust Index = 14% (n = 644) Global Engineering Services Firm Commercial in Confidence 9

10 KIN 2011 Reciprocal Links (Trust) Network Less than 6 months 6 months 1 year 1 2 years 2 3 years Trust Index = 56% n = 100 (2008: Trust Index = 21% n = 121) More than 3 years Commercial in Confidence 10

11 Organisational Efficiency Analysis This analysis looks at the balance of demand on and by each business unit Value Source = receives more nominations than it makes Value Sink = makes more nominations than it receives Global Engineering Services Firm Value sink Value source In the context of innovation efficiency, it looks like the management group is potentially a bottleneck Commercial in Confidence 11

12 Effectiveness Capability Risk Collaboration Alignment Commercial in Confidence 12

13 Key Player Vulnerability UK Facilities Management Firm % Loss of Connections Benchmark % People Removed 14% of people represent 50% of the connections 9% 14% 32% Commercial in Confidence 13

14 Innovation Ideas people Management influencers Implementers Incremental Process Improvement brokers in weak tie network trust network Breakthrough Radical Change Commercial in Confidence 14

15 Key rolesidentification (top 30) Explorers Evaluators Engagers Consumer Durables Global Business Energisers Commercial in Confidence Explore Brokers Evaluate 15

16 Innovation Tracking Mapping people to ideas: Spigit Innovation Platform UK Facilities Management Firm People This map shows who is connected to ideas. Size is by number of posts Commercial in Confidence 16

17 Weak Tie Analysis Example FMC Staff ELSS FTP European Bank Training Function Commercial in Confidence 17

18 Summary Insights Social in business is no longer a naughty word Networks: If we can t see it, we can t analyse it and therefore we can t facilitate productive outcomes Social Network Analytics must sit along side Business Process/ Transaction analytics on the organisations performance dashboard Social Network Analytics need to do more than measure network characteristics. They need to address bottom line objectives of enhanced efficiency, effectiveness and innovation to be credible Commercial in Confidence 18

19 About us Builds tools and techniques for enhancing business relationships and collaborative performance. Examples include our ONA Survey tool, Web Network Visualiser, Stakeholder Engagement Framework, Partnership Scorecard, Visual Markets Toolkit, Community Visualisation Toolkit. We work with leverage partners to enhance their businesses through integrating our tools into their own offerings. We are actively seeking new leverage partners who work in: Stakeholder Engagement; Succession Planning; Organisational Performance Management; Market/Business Intelligence; Innovation Management; Core Competency Assessment; Programme Management; Alliance/Outsourcing Supply Chain Management. Optimice Leverage Partner Our mission Bringing the enterprise 2.0 paradigm and technologies inside the organization to accelerate performance Our offering We improve business potential with 3 Business Units: Employee empowerment: collaboration & Enterprise 2.0 Customer engagement: brand community & social CRM Collaborative innovation: idea management &crowdsourcing Commercial in Confidence 19