Mais conteúdo relacionado Semelhante a MT116network2013 (20) Mais de Lee Schlenker (20) 2. MT115 : CRM 2.0
Thousands of « friends »
or
partners in the co-creation of value?
Introduction Complexity Practice
Shadow Concerns
Séance Sujet Intervenant
04/06/2012
13:00 à 16:15
Introduction L. SCHLENKER
04/06/2012
16:30 à 19:45
Les aspects méthodologiques R. RISSOAN
05/06/2012
13:00 à 16:15
Application et étude de cas J.L. KALALA/ C. TANTUCCI
05/06/2012
16:30 à 19:45
Le CRM 2.0 L. SCHLENKER
06/06/2012
16:30 à 19:45
Préparation des livrables du
cours
L. SCHLENKER
3. ©2012 LHST sarl
The objectives of an IS
Actifs
Demandes en temps réel
...
Actionnaires
Compétition
“made in” “made by”
...
Société
Peu de barrières d’entrée
Acquisitions, OPA
...
Partenaires
Fidélité ?
Vrai coûts
...
Clients
L’organisation
Mobilité
Valorisation des tâches
...
Employées
Introduction Complexity Practice
Shadow Concerns
4. THE ANSWER
(at least in part)
Focus Improve Knowledge Leverage Mesure
Organization Processes Explicit Transactions Efficency
Networks Relationships Emerging Interactions Effectiveness
Social CRM Participation Embedded Innovation Engagement
Introduction Complexity Practice
Shadow Concerns
5. What kept this man awake at night?
Introduction Complexity Practice
Shadow Concerns
©2011 LHST sarl
7. Who leads the flock?
Telecommunications
Textiles
Medicine
Leisure
Automobile
Household
appliances…
Separation, alignment, cohesion
Introduction Complexity Practice
Shadow Concerns
8. What does a corporation look like?
Organizational rigidity Organic growth
Clearly defined functions Connectivity is the key
Organizational boundaries Boundaries are thin and
permeable
Corporate strategy Strategy is in the network
Product development cycle Customer relationship
management
Introduction Complexity Practice
Shadow Concerns
9. ©2012 LHST sarl
What’s wrong with traditional CRM?
• The assumption of order
• The assumption of rational
choice
• The assumption of
intentional capacity
• The assumption of identity
The need for what Morgan called « the management
of meaning »
Introduction Complexity Practice
Shadow Concerns
10. What do we have to know?
Patti Anklam The Social-Network Toolkit
©2011 LHST sarl
Introduction Complexity Practice
Shadow Concerns
12. ©2006 LHST sarl
Knowledge
• Knowledge is not only history: it is a
dynamic/changeable process
• KM is facilitated by technology, but it is
primarily about people, working together and
about communication
• We need to connect, to put in context, to
globalize our information and our knowledge,
thus to look for a complex knowledge.
• Knowledge management originates from a
strategy that is informative, instructional, and
cognitive.
Introduction Complexity Practice
Shadow Concerns
13. ©2006 LHST sarl
Culture
• Form of individual or collective
representation
• Culture isn’t a thing but a process
• Cultural change is a change in
representations
• By applying the concepts and
principles of complexity thinking we
can gain a new understanding of
business culture
Introduction Complexity Practice
Shadow Concerns
14. ©2006 LHST sarl
Networks
• Common objectives – shared
meaning
• Actors and actants
• Innovation closely tied to
organisation
• Possibilities tied to societal
environment
Introduction Complexity Practice
Shadow Concerns
15. ©2006 LHST sarl
Markets – what do we really see?
• Ordered domain: Known causes
and effects.
• Ordered domain: Knowable
causes and effects.
• Un-ordered domain: Complex
relationships.
Introduction Complexity Practice
Shadow Concerns
18. ©2006 LHST sarl
What can I learn from chaos?
Introduction Context Building
Blocks
Challenges Concerns
19. ©2006 LHST sarl
Chaos
A chaordic system is a complex and dynamical
arrangement of connections between
elements forming a unified whole.
• Determinism;
• Nonlinearity;
• Sensitive Dependence on Initial Conditions;
and
• Periodicity
Introduction Complexity Practice
Shadow Concerns
20. ©2006 LHST sarl
How does work really get done?
Introduction Complexity Practice
Shadow Concerns
21. ©2006 LHST sarl
How does the brain comunicate?
Introduction Complexity Practice
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22. ©2006 LHST sarl
Social networks
• A social network is a map of the relationships
between individuals, indicating the ways in
which they are connected.
• social networks operate on many levels, from
families up to the level of nations, and
• They play a critical role in determining the way
problems are solved, organizations are run, and
the degree to which individuals succeed in
achieving their goals.
http://en.wikipedia.org/wiki/Social_network
Introduction Complexity Practice
Shadow Concerns
23. Six core layers of knowledge
©2008 LHST sarl
1. The Work Network With whom do you exchange information as part
of your daily work routines?
2. The Social Network With whom do you “check in,” inside and outside
the office, to find out what is going on?
3. The Innovation Network With whom do you collaborate or kick around
new ideas?
4. The Expert Knowledge Network To whom do you turn for expertise or advice?
5. The Career Guidance or Strategic
Network.
Whom do you go to for advice about the future?
6. The Learning Network. Whom do you work with to improve existing
processes or methods?
Karen Stephenson
Introduction Complexity Practice
Shadow Concerns
24. Social Network Characteristics
©2006 LHST sarl
Characteristic Value
Degree Centrality Number of links
Betweeness
Centrality
Role of brokerage
Closeness
Centrality
Vector of visibility
Network
Centralization
Centralized vs
Decentralized
Network Reach Importance of first 3
levels
Boundary
Spanners
Linked to Innovation
Peripheral Players Potential Gateways
Introduction Complexity Practice
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25. ©2006 LHST sarl
Power Laws
• In physics, a power law relationship between
two scalar quantities x and y is any such that the
relationship can be written as
– <math>y = ax^k,!<math>
• where a (the constant of proportionality) and k
(the exponent of the power law) are constants.
• in its simplest terms roughly eighty percent of
the work is done by twenty percent of the
network
Introduction Complexity Practice
Shadow Concerns
26. ©2006 LHST sarl
It’s a small world
• In reality, the market is nothing but a directed network
• No manager or firm can succeed or fail alone, customers,
managers and teams are inherently linked together in social
networks.
• The notion of interdependence : managers constitute hubs
and nodes of the network, organization learning will filter
down and out through the network as a whole.
• six degrees of separation : everyone in the world can be
reached through a short chain of acquaintances.
• Change is marked by "phase transitions" from states of
disorder to order: "cascading failure“ and “emergent” threats .
Introduction Complexity Practice
Shadow Concerns
29. From theory to practice
©2009 LHST sarl
Enterprise Social Software Report
Introduction Complexity Practice
Shadow Concerns
30. What’s behind a relationship?
©2006 LHST sarl
Introduction Complexity Practice
Shadow Concerns
34. ©2006 LHST sarl
Zopa
Introduction Context Building
Blocks
Challenges Concerns
• Peer to peer banking
• Zopa categorizes borrower credit grades;
lenders then make offers, borrowers agree to
aggegrate rate..
• Zopa distributes the money, completies the
legal paperwork, performing identity/credit
checks, and enforces collections.
• Zopa mitigates risk for lenders, optimizes
market offer for borrowers
• Zopa’s repayment rate is currently 99.35 per
cent
36. Pinterest
• Push button content generation (low
friction)
• Encourages discovery and aggregation
• Consumes content in a structured
manner (value architect)
• Importance of content providers
•Possible construction of social graphs
Introduction Complexity Practice
Shadow Concerns
37. Via.Me
• Targets consumers, publishers, brands
• Instagram/Pinterest/Tumblr hybrid
• Post status updates, photos, videos,
audio and text across networks
• Allows you to monitor social networks
• Proposes photo filters for customization
• Push notifications so you can keep up
with what people are saying
Introduction Complexity Practice
Shadow Concerns
38. Winker
38
Introduction Complexity Practice
Shadow Concerns
• Le but explicit de Winker est de
révéler les liens d’affinité
• Le Wink est un clin d’œil anonyme qui
n’est révélé que s’il est réciproque
• La Wish List vous permet de formuler
des souhaits de façon anonyme
• Les objectifs recherchés semble être
d’élucider les contours des réseaux
sociaux et de démultiplier le nombre de
points de contacts potentiels dans une
démarche de prospection éventuelle
42. Advantages and Disadvantages of Social
Networking/Sites
•Stalking & Bullying
•Lack of personal privacy
•Censorship
•Lack of open dialogue
•Loss of privacy
•How companies are
using/selling your data
•Personal/Professional lives
become blurred
Introduction Complexity Practice
Shadow Concerns
43. The limits of social networks
• Information overload
• Misplaced costs of social
obligations
• Information pollution
(spam)
• Dealing with hierarchy in a
professional environment
• The quality of information
can be very poor
©2009 LHST sarl
Introduction Complexity Practice
Shadow Concerns
44. ©2012 LHST sarl
Value Metrics
• Profitability: Profitability measures the added value of an organization in
comparing the cost of its resources with that of the products and/or services.
• Utilization: Utilization focuses on the extent to which company resources
are employed at any given time.
• Quality: Quality has been defined variously as ‘conformance to standards”
as well as ‘client satisfaction’
• Innovation: Innovation can be understood in the context of an
organization’s ability to react to real or perceived changes in the market or
in the economy.
• Passion: Passion represents the affective response of people to their work
environment.
• Effectiveness: Effectiveness can be viewed as an output-input ratio that
addresses the question of “doing the right things” to meet customer needs
and objectives.
Introduction Complexity Practice
Shadow Concerns
