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Peter Coroneos Chief Executive Internet Industry Association (IIA) Mind the Gap Thought Leadership Series Melbourne – 7 August, 2008 Hyerconnectivity and eTransformation
21

Business And Social Networking For Publication

May 06, 2015

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A Presentation given at Konica Minolta's Life In Colour: Innovation mind the gap seminar in Melbourne
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Page 1: Business And Social Networking For Publication

Peter CoroneosChief ExecutiveInternet Industry Association (IIA)

Mind the Gap Thought Leadership SeriesMelbourne – 7 August, 2008

Hyerconnectivityand eTransformation

Page 2: Business And Social Networking For Publication

About the IIAAbout the IIA Australia’s national internet industry organisation

(est.1995) Over 200 corporate members include...

- telecommunications carriers - web and software developers- content creators and publishers - internet service providers- educational & training firms - local government agencies- law firms - portals and SN sites- internet research analysts - hardware vendors - online advertisers - internet security providers- businesses with a Net presence

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As a voice for the industry, the IIA provides policy input to government and advocacy on a range of business and regulatory issues, to promote laws and initiatives which enhance access, equity, reliability and growth of the medium within Australia

Promoting a safer fairer more trusted internet

Our missionOur mission

Page 4: Business And Social Networking For Publication

ATAC 2006ATAC 2006 EmployEmployerer Benefits: Benefits:

Office space Recruitment and retention Absenteeism Productivity improvements

eg. 1440 CFOs: Which incentives most effective in attracting top accounting candidates?” Telecommuting and/or flexible work schedules ranked third after salary and benefits/insurance

Source: Robert Half Int’l 2008

TeleworkingTeleworking

EmployEmployeeee Benefits:Benefits:

Commuting time Fuel consumption CO2 emissions Work/life balance

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Web 2.0Web 2.0 Web 2.0 technologies allow masses of people

to connect and allow for rapid prototyping, failure, and adaptation.

From ‘Groundswell’ (Forrester Research, 2006)

Groundswell: A social trend in which people use technologies to get the things they need from each other, rather than from traditional institutions like corporations

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Nortel Study May 2008Nortel Study May 2008 ‘The Hyperconnected: Here they Come’

7 devices, 9 connectivity applications 16% of total information workforce currently

hyperconnected; this will escalate to 40% The boundary between work and personal

connectivity is blurring; more than a third use SN for both

Expectation for a hyperconnected environment – it will become a condition of employment

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The rise and rise of the humble The rise and rise of the humble blogblog

Growing from relative obscurity circa 2003 there are now over 100 million blogs worldwide

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Appreciate the scaleAppreciate the scale

If MySpace were a country it would be the seventh biggest ahead of Russia

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The Cluetrain ManifestoThe Cluetrain Manifesto “Employees are getting hyperlinked even as markets are.

Companies need to listen carefully to both.

Mostly, they need to get out of the way so intranetworked employees can converse directly with internetworked markets.”

The ‘Talent Wars’

Networked knowledge workers can change employers over lunch. Your own "downsizing initiatives" taught us to ask the question: "Loyalty? What's that?"

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Cluetrain ‘theses’Cluetrain ‘theses’ There are two conversations going on. One inside

the company. One with the market. In most cases, neither conversation is going very

well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control.

As policy, these notions are poisonous. As tools, they are broken. Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets.

These two conversations want to talk to each other. They are speaking the same language. They recognise each other's voices.

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“I'm more productive when I'm happy, and I'm happiest when I'm allowed the freedom and responsibility to get my job done in the way that best suits me. If I feel repressed then I resent it, stop caring about my job, and become a miserable clock-watching drone.”

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ExamplesExamples The Mini USA

American branch of BMW’s Mini Cooper line, tracks everything being said about its brand everywhere on line—in blogs, discussion groups, forums, MySpace pages and much more—then uses what it learns to guide advertising campaigns.

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At Hewlett-Packard Executives log into their individual blogs each morning to join the ongoing online conversation about each of their product lines, immediately responding to customer problems and concerns.

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Ernst & Young recruits many of the 3,500 college graduates it hires every year using a career group on Facebook, where it not only posts job information but also answers individual questions from prospective employees.

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Air Products and Chemicals Inc. Internal Social Network. They call it their “expertise locator” and use it to connect people with shared skills and interests. They are able to create amazing ad-hoc work groups creating synergies amongst the most talented experts in their organisation.

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Networked individualismNetworked individualism Empirical work in 1998 established data to counter

the dystopian argument that internet involvement was associated with social isolation

The supposed ICT-driven transformation of work to networked organisations is only partially fulfilled in practice. The organisational constraints of departmental organisation (including power) and physical proximity continued to play important roles.

Source: Wikipedia

Page 18: Business And Social Networking For Publication

GROUP-BASED SOCIETY United Family

Shared CommunityNeighborhoods

Voluntary OrganizationsFace-to-Face

SpacesFocused Work UnitJob in a Company

AutarkyOffice, Factory

AscriptionHierarchies

ConglomeratesCold War Blocs

NETWORKED SOCIETYSerial Marriage, Mixed CustodyMultiple, Partial Personal NetsDispersed NetworksInformal LeisureComputer-Mediated CommunicationPublic Private SpacesNetworked OrganisationsCareer in a ProfessionOutsourcingAirplane, Internet, CellphoneAchievementMatrix ManagementVirtual Organisations/AlliancesFluid, Transitory Alliances

Wellman 2001

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ChallengesChallenges

Interpersonal alienation among some Vulnerability of technology to crime and security

threats Technology supporting the hyperconnected

has become mission critical But increases the risk of information leakage

Privacy and the surveillance culture

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ResourcesResources

Teleworking – www.teleworkaustralia.net The Cluetrain Manifesto www.cluetrain.com Groundswell: winning in a world transformed

by social technologies www.groundswell.forrester.com

The Hyperconnected www.nortel.com

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www.iia.net.au