Structural Holes & the Space between the Tools

Architecting Participation

Jenny Ambrozek, SageNet LLC

Enterprise 2.0 Summit, Hannover, March 4, 2008

STRUCTURAL HOLES andSPACE between the TOOLS

The Organizational ChallengeThe Organizational Challenge

Social TechnologySocial Technology

ControlControl

TimeTime

DegreeDegree

Enterprise systems

,

Blogs Wikis Podcasting ,

Social Networking

TaggingEthernet

1973Web 1.0 1991

Web 2.0 Web 3.0

Search Links Authoring Tags Extensions Signals

as social technology INCREASES

Direct control DECREASES

Web 3.0

3Slates

S earch

L inks

A uthoring

T ags

E xtensions

S ignals

Enterprise 2.0 Technology components

~ Andrew McAfee,

E2.0 S L A T E S Impact

Changes Participation & Working Networks

“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 1995 http://www.fastcompany.com/online/01/people.html

Organizational boundariesinside & out less bounded

Simon sees DUCKS

But, CONSIDER the POND

Photo: Simon Wardley

More than the eye can see

No food web. No ducksImage produced with FoodWeb3D, written by R.J. Williams and provided by the Pacific Ecoinformatics and Computational Ecology Lab (www.foodwebs.org, Yoon et al. 2004)

Source: http://www.wildeducation.org/programs/nww06/watershed_illustration2.jpg

Watershed ECOSYSTEM

Ponds

CONNECTED

Viewing Organizations through a People Network Lens

Partner NetworksPartner Networks

Organizations as Complex Network WebsOrganizations as Complex Network Webs

Knowledge NetworksKnowledge Networks

Communities of PracticeCommunities of Practice

InnovationInnovation

Customer Co- Creation Customer Co- Creation Value NetworksValue Networks

Supply ChainsSupply ChainsIndustry Groups Industry Groups

Alumni NetworksAlumni Networks

Business value created through interaction. Relationships build capital.

High Performers High Performers

Jenny Ambrozek, SageNet LLC 2005

10

Organizations as Networks Thought Leaders

Steve Borgatti University o MarylandUCINet 1988

Steve Borgatti University o MarylandUCINet 1988

Rob CrossUVA Network RoundtableSurvey software2003 “The Hidden Power of Social Networks” co-author Andrew Parker (Stanford)2000 IKO

Rob CrossUVA Network RoundtableSurvey software2003 “The Hidden Power of Social Networks” co-author Andrew Parker (Stanford)2000 IKO

Ronald Burt Uni. of Chicago

Ronald Burt Uni. of Chicago

David Krackhardt Carnegie Mellon1993- “The Company Behind the Chart” HBR

David Krackhardt Carnegie Mellon1993- “The Company Behind the Chart” HBR

John Seely Brown XEROX PARC 1995 “People are the Company: Fast Company”

John Seely Brown XEROX PARC 1995 “People are the Company: Fast Company”

Verna Allee Value Networks1997 “The Knowledge Evolution”

Verna Allee Value Networks1997 “The Knowledge Evolution”

Valdis KrebsInflow 1990

Valdis KrebsInflow 1990

Wayne Baker Social Capital Uni Michigan

Wayne Baker Social Capital Uni Michigan

Ranjay Gulati NorthwesternRelationship assets

Ranjay Gulati NorthwesternRelationship assets

Larry Prusak & Tom Davenport Babson (IKO)

Larry Prusak & Tom Davenport Babson (IKO)

Mark Granovetter Stanford University 2000 Silicon Valley Networks 1974 Getting a Job: A Study of Contacts and Careers Harvard

Mark Granovetter Stanford University 2000 Silicon Valley Networks 1974 Getting a Job: A Study of Contacts and Careers Harvard

Moreno-

1931- Sociogram

Barry Wellman University of Toronto Networked individualism

Barry Wellman University of Toronto Networked individualism

My ONA Influence Network

Patti AnklamNet Work AuthorRob Cross

UVANetwork Roundtable

Valdis KrebsInflow Developer

“Applies the techniques of social network

analysis to provide an x-ray into the inner workings of an organization --- a powerful means of making invisible

patterns of information flow

and collaboration in strategically

important groups visible

-Network Roundtable

Petroleum Drilling

Key middle managersPeripheral peopleIsolated group

ONA Reveals Formal V Informal Structure

Cross R. & Parker, A. 2003

Collaboration ToolsEmail, IM, Portals, Blogs, Wikis, Tagging,

Social Networking Platforms Wireless and Mobile

Idea Marketplaces, Prediction Markets

Globalization-Geographically spread

Mobile workforcesCompetitive businessenvironment seeking

business value

SocialNetworkAnalysis

Social Capital Why ONA Now?

Search for valuable over quantity of connections

“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

Computer Network Value

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”

Reed, 1999

“(n]etworks that support the construction of communicating groups, create value that scales exponentially with network size”

Influence Network

Most Influential...* Joe Cothrel* Howard Rheingold* Nancy White* Martha Maznevski* Jenny Ambrozek* Yahoo Online Facilitation Group* Amy Jo Kim* Jim Cashel* KM Cluster* Lisa Kimball

HOWARD RHEINGOLD

KM CLUSTER

ETIENNE WENGER

KNOWLEDGEBOARD

NANCY WHITE

ASSOCIATION FOR INTERNET RESEARCHERS

ONLINE COMMUNITY REPORTCQSQUARE

JERRY ASH

LINKEDIN

IBM IKO

DEBORAH AMIDON

ANNE MCKAY

HUBERT SAINT-ONGE

MICROSOFT

IBM

JONATHAN SPIRA

OPEN SOURCE COMMUNITYKM CLUSTER

JIM CASHEL

Ambrozek&Cothrel/Valdis Krebs 2004

  " You do realize that Metcalfe's law does not work for  social networks, right?“ ~ Valdis Krebs

Network Analysis a Measurement Tool

Organizational Network Analysis Metrics

Lee

Bob

Ted

Ann

Sue

Al

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

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

Courtesy Rob Cross & Andrew Parker Network Roundtable, University of Virginia

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

Energy

Activity statistics tell an incomplete story

Ambrozek, Axelrod & Mulliner 2007

Learning through participation and connecting intelligence

Beyond Enterprise 2.0 Technology andOrganizational Models

Connections Inside Enron

Courtesy Trampoline Systems

Direct CONTROL lessens

Courtesy of Newsfutures and Robin Hanson.

Timeline showing corporate users and Wisdom of Crowds publication

Prediction Market Adoption

Architecting Participation

STRUCTURAL HOLES and 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

Participation is Individual & Complex

Participation is Individual & Complex

High EngagementHigh Engagement

Low EngagementLow Engagement

Facilitators RolesFacilitators Roles

 Attention Connection Participation Contribution Attention Connection Participation Contribution

Adapted from Ross Mayfield April 2006

Architecting ParticipationArchitecting Participation

Social TechnologySocial Technology

Enterprise systems

,

Blogs Wikis Podcasting Tagging Social Networks

Web 2.0

Search Links Authoring Tags Extensions Signals

Paying attention to your organization’s STRUCTURAL HOLES and the SPACE between TOOLS

Web 3.0

Web 4.0

Web 1.0

1. Business Purpose2. Network Thinking3. Diverse Minds4. Connected Intelligence5. Success Recognized

21st Century Organization Blog http://c21org.typepad.com/

21st Century Organization Facebook Group

http://www.facebook.com/group.php?gid=2436782733

Networked Organizations Wiki http://networkedorganizations.wikispaces.com/

Email [email protected] Thank you

Continuing the ConversationContinuing the Conversation