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Architecting Participation

Architecting Participation. STRUCTURAL HOLES and SPACE between the TOOLS. Jenny Ambrozek, SageNet LLC Enterprise 2.0 Summit, Hannover, March 4, 2008. Simon sees DUCKS. But, CONSIDER the POND. More than the eye can see. No pond. No ducks. Ponds CONNECTED. Watershed ECOSYSTEM.

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Architecting Participation

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  1. Architecting Participation STRUCTURAL HOLES and SPACE between the TOOLS Jenny Ambrozek, SageNet LLC Enterprise 2.0 Summit, Hannover, March 4, 2008

  2. Simon sees DUCKS But, CONSIDER the POND

  3. More than the eye can see No pond. No ducks

  4. Ponds CONNECTED Watershed ECOSYSTEM http://www.wildeducation.org/programs/nww06/watershed_illustration2.jpg

  5. Organizations as Complex Network Webs Value Networks Customer Co- Creation Partner Networks Knowledge Networks Supply Chains Industry Groups Innovation Communities of Practice High Performers Alumni Networks Business value created through interaction. Relationships build capital.

  6. ONA Reveals Formal V Informal Structure Petroleum Drilling Key middle managers Peripheral people Isolated group Cross R. & Parker, A. 2003

  7. ONA Evolution Barry Wellman University of Toronto Networked individualism Verna Allee Value Networks 1997 “The Knowledge Evolution” Wayne Baker Social Capital Uni Michigan Steve Borgatti Boston College UCINet 1988 Valdis Krebs Inflow 1990 Ronald Burt Uni. of Chicago Mark Granovetter Stanford University 2000 Silicon Valley Networks 1974 Getting a Job: A Study of Contacts and Careers Harvard Ranjay Gulati Northwestern Relationship assets Larry Prusak & Tom Davenport Babson (IKO) Rob Cross UVA Network Roundtable Survey software 2003 “The Hidden Power of Social Networks” co-author Andrew Parker (Stanford) 2000 IKO David Krackhardt Carnegie Mellon 1993- “The Company Behind the Chart” HBR John Seely Brown XEROX PARC 1995 “People are the Company: Fast Company” Moreno- 1931- Sociogram Jenny Ambrozek, SageNet LLC 2005

  8. Connections Inside Enron Courtesy Trampoline Systems

  9. “Globalization and the Internet create great new opportunities, but they also ratchet up the intensity of competition and generate more work -- especially with the existing corporate structure still hanging on tightly.” Shoshana Zuboff, Business Week Sept 23, 2005 “By having workers fill out a 15- to 20-minute online survey, Cross can chart who people communicate with, how much time is spent preparing for which meetings, and where the bottlenecks are. "Then I ask executives: 'What decisions are you making that others can make?"' says Cross. "Are there aspects of your role that you could let go of?“ Rob Cross , Business Week Sept 23, 2005 Globalization- Geographically spread Mobile workforces Competitive business environment seeking business value Social Capital Why ONA Now? Search for valuable over quantity of connections Collaboration Tools Email, IM, Web portals, Blogs, Wikis Wireless PDA’s Competitive business Social Network Analysis

  10. Computer Network Value Reed, 1999 “(n]etworks that support the construction of communicating groups, create value that scales exponentially with network size” 1973- Metcalfe’s Law 1965-Gordon E. Moore “through the complexity of silicon chips doubling every year,the cost of computing power will accordingly decrease”

  11. Influence Network ONLINE COMMUNITY REPORT CQSQUARE LINKEDIN JIM CASHEL ANNE MCKAY NANCY WHITE " You do realize that Metcalfe's law does not work for  social networks, right?“ ~ Valdis Krebs ASSOCIATION FOR INTERNET RESEARCHERS HOWARD RHEINGOLD IBM IKO JONATHAN SPIRA ETIENNE WENGER KM CLUSTER KM CLUSTER KNOWLEDGEBOARD OPEN SOURCE COMMUNITY HUBERT SAINT-ONGE IBM JERRY ASH DEBORAH AMIDON MICROSOFT Ambrozek&Cothrel/ Valdis Krebs 2004

  12. Direct CONTROL lessens Degree Control Social Technology Social Networking Blogs Wikis Podcasting , Tagging Ethernet 1973 Web 1.0 1991 Web 3.0 Web 2.0 Search Links Authoring Tags Extensions Signals , Time Enterprise systems as social technology INCREASES

  13. Search L inks Authoring T ags E xtensions S ignals Enterprise 2.0 Technology components ~ Andrew McAfee, Slates

  14. Direct CONTROL lessens

  15. Prediction Market Adoption Timeline showing corporate users and Wisdom of Crowds publication Courtesy of Newsfutures and Robin Hanson.

  16. Organizations are Webs of Participation • “Change the patterns of participation, and you change the organization. At the core of the 21st century company is the question of participation. At the heart of participation is the mind and spirit of the knowledge worker....” • John Seely Brown & Estee Solomon Gray, “The People are the Company” Fast Company Issue 01, October 1995http://www.fastcompany.com/online/01/people.html

  17. Participation is Individual & Complex Facilitators Roles High Engagement Low Engagement Adapted from Ross Mayfield April 2006 AttentionConnection ParticipationContribution

  18. Sharing Questions & Key Ideas

  19. Al Bob Sue Ted Ann Lee Social Network Analysis Metrics Density ---Robustness of network (group measure) • Number of connections in the group out of 100% possible in that network • General level of linkage. More points connected means quicker and more accurate information flow Cohesion --- Ease with which a network can connect • Distance is the shortest path between two people. Lee--->Ted = 2 NOT 3 • Aggregate measure at network level reflects average distance Centrality ---Identifies influential people (individual measure) • Number of direct connections that individuals have with others in the group • Individuals who have more ties to others may be in more advantaged positions; they may have access to more of the information or knowledge in the network

  20. Energy “When you interact with this person, how does it typically affect your energy?”

  21. Value Network Measures The complexity of tangible(green) and intangible(blue) flows ~ Verna Allee

  22. Activity statistics tell an incomplete story Learning through participation and connecting intelligence Ambrozek, Axelrod & Mulliner 2007

  23. The SPACE between the TOOLS 4. Using multiple tools created value From Ronald Burt (2000) we were aware of opportunities to create value around ‘structural holes’ in organisational networks. Hence we paid attention when it was suggested that it is ‘…the space between the tools where things happen’ (N. White 2007, pers. comm., 2 July). ~ Ambrozek, Axelrod & Mulliner 2007, Knowledge Tree

  24. Architecting Participation Enterprise systems Paying attention to your organization’s STRUCTURAL HOLES and the SPACE between TOOLS • Business Purpose • Network Thinking • Diverse Minds • Connected Intelligence • Success Recognized Blogs Wikis Podcasting Tagging Social Networks Search Links Authoring Tags Extensions Signals , Social Technology Web 4.0 Web 3.0 Web 2.0 Web 1.0

  25. Continuing the Conversation 21st Century Organization Bloghttp://c21org.typepad.com/ 21st Century Organization Facebook Group http://www.facebook.com/group.php?gid=2436782733 Networked Organizations Wiki http://networkedorganizations.wikispaces.com/ Email jenny@sageway.comThank you

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