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Explains the need for collaboration across departments; outlines the nature of social networking and provides examples.
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© 2007 Her Majesty the Queen in right of Canada (Canadian Food Inspection Agency), all rights reserved. Use without permission is prohibited.
Dr. Albert SimardPresented to
AAFC - Nov. 4, 2008, Ottawa, ON
Social Networking in Government
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Outline
Collaboration
Networks
Implementation
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Strategy
“We must aggressively break down the barriers that stand in the way of more strategic S&T collaborations among federal departments and agencies and between the federal S&T Community and universities, industry, and the non-profit sector.”
(Mobilizing Science and Technology to Canada’s Advantage, in: Neish, 2007)
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Formal Agreement
Charter - Legal agreement to jointly achieve common objectives, within a management framework, with duplicate records and accountability and joint rights and responsibilities.
Nature: Clearly specified roles, rights, responsibilities, authorities, accountabilities, and reporting. (structured, bureaucratic, minimizes risk).
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Types of Formal AgreementsContractors: One-on-one;
superior/ subordinate; single ownership of IP
Partnerships: Two or more; among equals; joint ownership of IP
Consortiums: Multiple members; apportioned membership; common ownership of IP
A B
A B
A BC
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Benefits of Formal Agreements
Contractors: Using external expertise for one-time applications; no staffing, rapid delivery, no program.
Partners: Mutually leveraging external expertise for ongoing activities; augment core capacity with partner’s capacity.
Consortiums: Creating value through synergy across all member’s expertise; accessing broad knowledge base.
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Informal Agreements
Charter - Mutual agreement to participate in achieving common objectives, within a network structure, with participant records and accountability and common rights and responsibilities.
Nature: Flexible, dynamic, opportunistic, synergistic, unpredictable. (unstructured, self-organized, maximizes reward)
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Types of Informal AgreementsGroup: few participants; elicit knowledge;
unstructured; aggregating knowledge (CFIA Modeling Framework Group)
Communities: many participants; share knowledge; self-directed; common interest (departmental IM community)
Networks: massive participants; peer production; emergent processes; common ownership (Linux developers)
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Agricultural Innovation Value Chain
Idea
scientists
AAFC
Innovation
IC
company
Commercialized
CFIA
farmers
Adopted
Food product
HCproducers
retailers
CFIA
Market
consumers
HC
Consumption
Waste
EC
municipalities
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Outline
Collaboration
Networks
Implementation
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Group Dialogue
Dialogue is NOT:• Discussion, deliberation, negotiation• Committee, team, task or working
group• Majority wins, minority dominance,
groupthink
Dialogue IS: • Free-flowing exchange of ideas among
equals• All ideas are solicited and are
considered• Best ideas rise to the top( Sunstein, 2006)
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Network Relationships
Department
Businesses
Governments
Canadians
Practitioners
NGOs
Educators
Agreements, Outputs, Inputs
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Network Structure
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Sharing Knowledge
The value of a network is proportional to the number of users squared.
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Social Network Principles
Openness – collaboration based on candor, transparency, freedom, flexibility, and accessibility.
Peering – horizontal voluntary meritocracy, based on fun, altruism, or personal values.
Sharing – increased value of common products benefits all participants.
Acting Globally – value is created through planetary knowledge ecosystems.
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Social Networks – SWOT Analysis
Strengths – rapid development, world-class solutions, emergent properties, creative synergies, vibrant collaboration, openness
Weaknesses – constant change, unknown quality, less used by mature individuals, need to motivate participants, cannot be forced
Opportunities – leverage internal capacity, provides creative solutions, easy to implement, low cost, can monitor emerging trends
Threats – undesirable knowledge leaks, free expression poses risk, is the crowd wise, documents subject to ATIP, compatibility with mandate
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Social Network - Examples
• Blogs – Individuals can easily publish anything on the Web without specialized knowledge.
• Innocentive – A global “Ideagora” in which those who need and those who have solutions can meet.
• You Tube – enables easy publishing and viewing of video clips on the Web.
• Slide Share – Enables easy publishing and sharing of PowerPoint presentations on the Web.
• Wikis – Rapid collaborative development of products; anyone can revise anything
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Social Network Successes
Wikipedia –2 Million English entries; 165 Languages; 10 times larger then Encyclopedia Britannica
Linux – open-source operating system developed by thousands of programmers around the world
GoldCorp – released geological data in an open contest to find gold; increased reserves by factor of 4.
Procter & Gamble – uses network of 90,000 external scientists to leverage internal research capacity.
Leggo – uses imagination and creativity of worldwide toy owners to create new products.
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Outline
Collaboration
Networks
Implementation
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Challenges
Legislative
Policy
Regulatory
Financial
Infrastructure
Human resources
Cultural factors
Intellectual Property
(Neish, 2007)
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Road to Success
Support from senior management
Clear understandable statement of what you want to do and why
Good working relationships with corporate and legal enablers
Willingness to compromise on issues that are not mission critical
Perseverance and persistence (Neish, 2007)
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Capturing ValueBring it inside the organization
Stabilize it; make it work
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Conclusions
• Social networks have both promise and peril
• Consider both strengths and weaknesses
• Analyze both opportunities and threats
• Is it a tool in search of a problem, or does it solve a recognized problem?
• What will it do (or do better) that we can’t do now (or do well)?
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Thanks for your attention…
http://www.slideshare.net/Al.Simard
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