Creativity and Innovation through Creativity and Innovation through Social Media and NetworksSocial Media and Networks

Dr. Robin Teigland, akaDr. Robin Teigland, aka

Karinda Rhode in SLKarinda Rhode in SL

IFL at Stockholm School of EconomicsIFL at Stockholm School of Economics Associate ProfessorAssociate Professor

www.knowledenetworking.orgwww.knowledenetworking.org

www.slideshare.net/eteiglandwww.slideshare.net/eteigland

Photo: Lundholm, Metro

September 2009September 2009ww.ifl.seww.ifl.se

22

"...when the rate of change "...when the rate of change outside an organization is outside an organization is greater than the change greater than the change inside, the end is near...." inside, the end is near...."

Jack Welch…Jack Welch…

A world of rapidly growing knowledge ….A world of rapidly growing knowledge ….

>>A person’s lifetimeA person’s lifetime

in 18th centuryin 18th centuryOne weekOne week

20092009

Fischbowl 2007Fischbowl 2007 33

……that becomes quickly outdated ….that becomes quickly outdated ….

50%knowledge

relevant

50%50%knowledgeknowledgeoutdatedoutdated

First year of First year of technical-based technical-based

educationeducation

First year of First year of technical-based technical-based

educationeducation Third yearThird yearof educationof educationThird yearThird year

of educationof education

44

5

Did You Know: Shift HappensDid You Know: Shift Happenshttp://www.youtube.com/watch?http://www.youtube.com/watch?

v=jpEnFwiqdx8&feature=fvstv=jpEnFwiqdx8&feature=fvst

How are these trends affecting you How are these trends affecting you and your organization?and your organization?

GrowthGrowth

TimeTime

Information and Information and knowledgeknowledge

Human Human absorptive absorptive capacitycapacity

Human capacity cannot keep up…Human capacity cannot keep up…

Cohen & Levinthal 1989Cohen & Levinthal 1989 66

77

””No one knows everything, No one knows everything,

everyone knows something, everyone knows something, all knowledge resides in all knowledge resides in

humanity.”humanity.”networksnetworks

Adapted from Lévy 1997

6 degrees of separation

Everybody is connected to everybody else by no more than six degrees of

separation.

“Small World Phenomenon” by sociologist Stanley Milgram, 1967

99

The wisdom of the crowdsThe wisdom of the crowds

ClosedClosedExpensiveExpensiveComplexComplexAccurateAccurate

OpenOpenInexpensiveInexpensive

SimpleSimpleClose enoughClose enough

Hinton 2007

1010

Leveraging external resources to find Leveraging external resources to find solutions and solve unsolved problemssolutions and solve unsolved problems

1111

Transparency: There is nowhere to hide…Transparency: There is nowhere to hide…

http://www.youtube.com/watch?v=t8XxcOj3Seo Fortune, Rey 2008

History tends to repeat itself….History tends to repeat itself….Innovation, financial crisis, industrial revolution, Innovation, financial crisis, industrial revolution,

… …

1313

Steam Steam engineengine

Internal Internal combustion combustion

engineengine

MicroelectroniMicroelectronicscs

Late 18Late 18thth C C Late 19Late 19thth C C Late 20Late 20thth C C

Schön 2008

Third industrial revolution?

A new workforce is appearing…A new workforce is appearing…

1414Mahaley 2008, Merrill Lynch 1999, Beck and Wade, PrenskyMahaley 2008, Merrill Lynch 1999, Beck and Wade, Prensky

““Digital Immigrants”Digital Immigrants”““Digital Natives”Digital Natives”

Company loyaltyCompany loyaltyWork ≠ PersonalWork ≠ Personal

Learning=Behind the deskLearning=Behind the desk

Company loyaltyCompany loyaltyWork ≠ PersonalWork ≠ Personal

Learning=Behind the deskLearning=Behind the desk

Professional loyaltyProfessional loyaltyWork = PersonalWork = Personal

Learning=Fun and gamesLearning=Fun and games

Professional loyaltyProfessional loyaltyWork = PersonalWork = Personal

Learning=Fun and gamesLearning=Fun and games

1616

Using the social web to build relationships, find Using the social web to build relationships, find information and knowledge, solve problems, and information and knowledge, solve problems, and

learnlearn

1717

Building skills in virtual environmentsBuilding skills in virtual environments

My CVMy CV•Leading a virtual team of 30 Leading a virtual team of 30

individuals from across the globeindividuals from across the globe•Creating and successfully Creating and successfully executing strategies under executing strategies under

pressurepressure•Managing cross-cultural conflict Managing cross-cultural conflict

without face-to-face without face-to-face communicationcommunication

1818

Increasing pressure on Increasing pressure on “traditional” organizations“traditional” organizations

Formal organization/ Formal organization/ Hierarchy Hierarchy

Social organization /Social organization /HeterarchyHeterarchy

Teigland et al. 2005Teigland et al. 2005

What is a network?What is a network?

A set of actors connected by tiesA set of actors connected by ties

•Ties/LinksTies/Links−Knowledge, trust, Knowledge, trust, team, sit by, dislike, team, sit by, dislike, etc.etc.−Alliance, customer, Alliance, customer, investment, etc.investment, etc.

TieTie

•Actors/NodesActors/Nodes−IndividualsIndividuals−Teams, Teams, organizations, etc.organizations, etc.

ActorActor

1919

2020

BA

Two individuals/organizations with the Two individuals/organizations with the same number of contacts…same number of contacts…

……but with very different access to resourcesbut with very different access to resources

BA

2121

Network dynamics impact Network dynamics impact creativity and innovation….creativity and innovation….

Firm AFirm A

LowLowon-timeon-time

HighHighCreative Creative

HighHighon-timeon-time

Low Low creative creative

Teigland 2003Teigland 2003

HighHighcreativecreative

VirtualVirtualcommunitycommunity

Firm BFirm B

2222

……as well as organizational learning..as well as organizational learning..

2323

Division 1Division 1 Division 2Division 2

Improved efficiency Improved efficiency over timeover time

Stagnant Stagnant performance over performance over

timetimeSchenkel & Teigland 2008Schenkel & Teigland 2008

Two divisions within Sundlink (Öresund Two divisions within Sundlink (Öresund Bridge)Bridge)

..and organizational failure..and organizational failure

http://www.enronexplorer.com/focus/19185# 2424

External networks are growing in External networks are growing in importance!importance!

2525

Other people around the world

Other employes around the world

Other employees in your country

Co-Workers

Friends

You

AlexEyal

Your managerRami’s manager

Hila

YaronYuval

Eduardo

Ed

Muriel

Peter

Frequent e-mails

Infrequent e-mails

Web 2.0 Collaboration

Large portion of Large portion of new ideasnew ideas and formal and formal collaboration relationships come from collaboration relationships come from external external

contactscontacts

2626

My company has blocked my computer from

accessing most of the social media sites. But I feel so cut off from my network. So, now I just connect through my

phone.

Management Management cannot mandatecannot mandate social relationships social relationships

External networks create value!External networks create value!

Jack Rob

Jim

Jill

Jane

Mary

Jason

George

Alex

Bob

Bill

Lisa

Doug

Sarah

Flåten et al, 2009Flåten et al, 2009

So, who are So, who are the the

company company employees? employees?

eZ Software development team

2828

Some leadership challenges!Some leadership challenges!

Continuous innovation requires extensive knowledge Continuous innovation requires extensive knowledge flows between diverse networks (internal and external).flows between diverse networks (internal and external).

When employees are more than 50 feet apart, the When employees are more than 50 feet apart, the likelihood of them collaborating more than once a week likelihood of them collaborating more than once a week is less than 10%.is less than 10%.

Our networks tend to be homogeneous – we tend to Our networks tend to be homogeneous – we tend to develop relations with people like ourselves.develop relations with people like ourselves.

The higher the diversity of team members, the higher The higher the diversity of team members, the higher the potential for conflict and poor results.the potential for conflict and poor results.

Knowledge is sticky within the firm, but flows easily Knowledge is sticky within the firm, but flows easily across organizational boundaries within networks of across organizational boundaries within networks of practice.practice.

Attracting and retaining talent is challenging due to Attracting and retaining talent is challenging due to high professional loyalty.high professional loyalty.

Allen 1984, Burt 1992, Brown & Duguid 2002, Marsden 1987, Ruuska & Teigland 2009, Teigland 2003 Allen 1984, Burt 1992, Brown & Duguid 2002, Marsden 1987, Ruuska & Teigland 2009, Teigland 2003

Web 2.0 helps overcome these challengesWeb 2.0 helps overcome these challenges

Finding and connecting with people Finding and connecting with people internally and externallyinternally and externally

Building communitiesBuilding communities Sharing information & knowledgeSharing information & knowledge Solving problems & finding solutionsSolving problems & finding solutions Learning informallyLearning informally

Overcoming diversity challengesOvercoming diversity challengesthrough creating collective through creating collective competencecompetence Shared understandingShared understanding Shared language and normsShared language and norms

2929

eZ Wire enables global conversationseZ Wire enables global conversations

3030

3131

Serena Software: Strengthening internal Serena Software: Strengthening internal and external relationships through and external relationships through

FacebookFacebook

•#1 Applications Lifecycle Management (ALM) & business mashup•96 of Fortune 100 as customers•800 employees in 18 countries across globe •Facebook Fridays: One hour every Friday on Facebook to find fun and connect with co-workers, customers, family, and friends•Average employee age: 46•27 year old Silicon Valley company• >90% of employees on FB

3232

Forums for customer support and product Forums for customer support and product innovation at Dellinnovation at Dell

Enabling ideas through twitter at ZapposEnabling ideas through twitter at Zappos

3333

Content created by a user to be used by a userContent created by a user to be used by a user

Shifting sources of value

From organization-generated content From organization-generated content (OGC) to user-generated content (UGC)(OGC) to user-generated content (UGC)

Content created by an organization to sell to a userContent created by an organization to sell to a user

Di Gangi 2008Di Gangi 2008 3434

Are there any benefits from social media, Are there any benefits from social media, or is it all hype?or is it all hype?

Among the clients surveyed by Select Minds, corporate social networking resulted in:

1. Productivity Contributions: Increase in productivity by an average of 10%

2. Retention Contributions: Increase in retention by an average of 9%

3. Increases in New Business: Increase new business by an average of 12%

4. Rehiring Former Employees: On average, rehires made through their Corporate Social Networking program….

1. become fully productive 49% faster than all experienced hires

2. became Star Performers (66%), versus 26% of experienced hires

3535Select Minds 2008: "Corporate Social Networking: Increasing the Density of Workplace Connections to Power Business Performance"

3636

Virtual or real?Virtual or real?

3737

http://www.youtube.com/watch?v=wsYVF25jHqwhttp://www.youtube.com/watch?v=wsYVF25jHqw

So, what does all this mean?So, what does all this mean?

Organizations have to develop their networks Organizations have to develop their networks globally - both inside and outglobally - both inside and out

Organizations have to leverage social mediaOrganizations have to leverage social media− To win the war for talent To win the war for talent

− To innovate for competitive advantageTo innovate for competitive advantage

Organizations have to develop their Organizations have to develop their employees’ network leadership skillsemployees’ network leadership skills

Organizations have to cultivate an open, Organizations have to cultivate an open, knowledge sharing cultureknowledge sharing culture

3939

If you love knowledge, set it free…

4040

A new opportunity???A new opportunity???

Changing the mindsetChanging the mindset

IFL at Stockholm School of EconomicsIFL at Stockholm School of Economics

International organization represented in International organization represented in Sweden, Norway, Finland, Russia, and the Sweden, Norway, Finland, Russia, and the Baltic StatesBaltic States

Ranked 1rst in Financial Times overall ranking Ranked 1rst in Financial Times overall ranking of Nordic players of Nordic players

Top 10 ranking in Europe among tailored Top 10 ranking in Europe among tailored corporate programscorporate programs

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Results-driven learningResults-driven learning

ValueValue

Developing worldclass learning processesDeveloping worldclass learning processes- Live LearningLive Learning

- IT-based learningIT-based learning

Live Learning - The key to true impact Live Learning - The key to true impact

Business reality Business reality

Program realityProgram reality ””Meta”Meta”

””Concrete”Concrete”

Translation Translation needed!needed!

Inpu

t to

prog

ram

from

ow

n In

put t

o pr

ogra

m fr

om o

wn

situ

ation

and

org

anis

ation

situ

ation

and

org

anis

ation

Translate insights to own

Translate insights to own

business reality business reality

Output:Output: Participant inspired Participant inspired yet frustrated due to yet frustrated due to translation problemstranslation problems

A Live Change Project at A Live Change Project at

PurposePurpose− ConceptsConcepts: To develop change management techniques : To develop change management techniques

and skills through developing and discussing a and skills through developing and discussing a realreal change projectchange project

− CompetenceCompetence: To apply change management : To apply change management frameworks and toolsframeworks and tools

− CapitalCapital: To strengthen your personal networks: To strengthen your personal networks− ChangeChange: To create real business benefits at Tieto: To create real business benefits at Tieto

ProjectProject− Work in Tieto Accelerator groupsWork in Tieto Accelerator groups− Group decides together on one topic for change projectGroup decides together on one topic for change project− Occurs over three program modules Occurs over three program modules − Support from IFL faculty and Tieto sponsorsSupport from IFL faculty and Tieto sponsors

4444

A Live Change Project – Social MediaA Live Change Project – Social Media

4545http://www.youtube.com/watch?v=9B-WPrSf4uEhttp://www.youtube.com/watch?v=9B-WPrSf4uE

4646

IT-based learning: Improving virtual IT-based learning: Improving virtual teaming and cross-cultural skillsteaming and cross-cultural skills

Designed together with Duke CEDesigned together with Duke CETask: To build a bridge in your virtual teamTask: To build a bridge in your virtual team

4747

Our innovation workshops bring together Our innovation workshops bring together users from across the globeusers from across the globe

Sessions introducing VWsSessions introducing VWs

4848

NY HRPSMarch 11, 2009

Do you want to learn more?

4949

“I think there’s a world market for maybe five computers.”Thomas Watson, Chairman of IBM, 1943

“There is no reason anyone would want a computer in their home.”Ken Olson, President, Chairman and Founder of Digital Equipment Corporation, 1977

“Heavier-than-air flying machines are impossible.”Lord Kelvin, President, Royal Society, 1895

5050

All the things All the things right, right, but but

notnot the right the right thing!thing!

Thanks and Thanks and see you in world!see you in world!

Karinda RhodeKarinda Rhode

aka Robin Teiglandaka Robin Teiglandrobin.teigland@hhs.serobin.teigland@hhs.se

www.knowledgenetworking.www.knowledgenetworking.orgorg

www.slideshare.net/www.slideshare.net/eteigland eteigland

Thanks and Thanks and see you in world!see you in world!

Karinda RhodeKarinda Rhode

aka Robin Teiglandaka Robin Teiglandrobin.teigland@hhs.serobin.teigland@hhs.se

www.knowledgenetworking.www.knowledgenetworking.orgorg

www.slideshare.net/www.slideshare.net/eteigland eteigland

5151

Photo by H. Lindholm, Metro

Stepping into the Internet:A tour of Second Life

Interested in a tour?Interested in a tour?

Sources and acknowledgementsSources and acknowledgements Books

− Barabási, Linked: The New Science of Networks. Perseus, 2002− Burt, Structural Holes, 1992− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard Business

School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. American Management Assoc., 2007

Homepages − Wayne Baker, webuser.bus.umich.edu/wayneb/− Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− Steve Mahaley, www.dukece.com− James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/

Books− Barabási, Linked: The New Science of Networks. Perseus, 2002− Burt, Structural Holes, 1992− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard Business

School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. American Management Assoc., 2007

Homepages − Wayne Baker, webuser.bus.umich.edu/wayneb/− Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− Steve Mahaley, www.dukece.com− James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/

5353

Sources and acknowledgements (cont’d)Sources and acknowledgements (cont’d) Articles and Research PapersArticles and Research Papers

− Cross, Baker, & Parker, “What creates energy in organizations?”, Cross, Baker, & Parker, “What creates energy in organizations?”, Sloan Management ReviewSloan Management Review, Summer 2003., Summer 2003.

− Cross, Parise, & Weiss, “Driving Strategic Change with a Network Cross, Parise, & Weiss, “Driving Strategic Change with a Network Perspective”, Network Roundtable working paper, 2006.Perspective”, Network Roundtable working paper, 2006.

− Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Modern, Complex Organization, HBS working paper, Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdfhttp://www.hbs.edu/research/pdf/09-004.pdf

− Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.- Coleman, D. Virtual Team Spaces, 2006.Coleman, D. Virtual Team Spaces, 2006.- Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for

Effectively Leading Virtual Teams” in Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Virtual Collaborative Teams: Process, Technologies, & Practice Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.).(S. H. Godar & S. P. Ferris, Eds.).

- Lipnack, J. & Stamps, Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, Virtual Teams: Reaching Across Space, Time, and Organizations with Technologyand Organizations with Technology. John Wiley & Sons, Inc.: New . John Wiley & Sons, Inc.: New York, 1997.York, 1997.

- Maznevski, M. High performance from global virtual teams, 2001.Maznevski, M. High performance from global virtual teams, 2001.- Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project

Success through Collective Competence and Conflict Management in Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-Public-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. government Initiative”. International Journal of Project ManagementInternational Journal of Project Management..

- Schermerhorn, Jr., J., Schermerhorn, Jr., J., ManagementManagement, 2004., 2004.

Articles and Research PapersArticles and Research Papers− Cross, Baker, & Parker, “What creates energy in organizations?”, Cross, Baker, & Parker, “What creates energy in organizations?”,

Sloan Management ReviewSloan Management Review, Summer 2003., Summer 2003.− Cross, Parise, & Weiss, “Driving Strategic Change with a Network Cross, Parise, & Weiss, “Driving Strategic Change with a Network

Perspective”, Network Roundtable working paper, 2006.Perspective”, Network Roundtable working paper, 2006.− Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a

Modern, Complex Organization, HBS working paper, Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdfhttp://www.hbs.edu/research/pdf/09-004.pdf

− Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.- Coleman, D. Virtual Team Spaces, 2006.Coleman, D. Virtual Team Spaces, 2006.- Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for

Effectively Leading Virtual Teams” in Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Virtual Collaborative Teams: Process, Technologies, & Practice Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.).(S. H. Godar & S. P. Ferris, Eds.).

- Lipnack, J. & Stamps, Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, Virtual Teams: Reaching Across Space, Time, and Organizations with Technologyand Organizations with Technology. John Wiley & Sons, Inc.: New . John Wiley & Sons, Inc.: New York, 1997.York, 1997.

- Maznevski, M. High performance from global virtual teams, 2001.Maznevski, M. High performance from global virtual teams, 2001.- Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project

Success through Collective Competence and Conflict Management in Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-Public-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. government Initiative”. International Journal of Project ManagementInternational Journal of Project Management..

- Schermerhorn, Jr., J., Schermerhorn, Jr., J., ManagementManagement, 2004., 2004.

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Sources and acknowledgements (cont’d)Sources and acknowledgements (cont’d) PresentationsPresentations

− Gurteen, Online Information 2007: KM goes Social, Gurteen, Online Information 2007: KM goes Social, http://www.slideshare.net/dgurteen/km-goes-social-194717http://www.slideshare.net/dgurteen/km-goes-social-194717

− Poole, IBM: Web 2.0 goes to work, Poole, IBM: Web 2.0 goes to work, http://www.slideshare.net/jward5519/ibm-web-2-0-goes-to-http://www.slideshare.net/jward5519/ibm-web-2-0-goes-to-work-presentation’work-presentation’

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