1. Leading in a Networked Multinational February 2009 Dr. Robin Teigland Stockholm School of Economics [email_address] www.knowledgenetworking.org www.slideshare.net/eteigland 1-
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3. A world of rapidly growing knowledge …. > A person’s lifetime in 18th century One week 2008 Fischbowl 2007
4. … that becomes quickly outdated …. 50% knowledge relevant 50% knowledge outdated First year of technical-based education Third year of education
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6. Knowledge is growing exponentially…. Cohen & Levinthal 1989 Growth Time Information and knowledge Human absorptive capacity
7. Yet, the world is “shrinking” family local colleagues friends old colleagues colleagues at other offices Just a click away… virtual communities local networks old classmates avatars business contacts social media contacts referrals
8. The speed of information: The power of social media http://www.youtube.com/watch?v=t8XxcOj3Seo Fortune, Rey 2008
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10. A new workforce is appearing… Mahaley 2008, Merrill Lynch 1999, Beck and Wade, Prensky “ Digital Immigrants” “ Digital Natives” Company loyalty Work ≠ Personal Professional loyalty Work = Personal
11. History tends to repeat itself…. Steam engine Internal combustion engine Microelectronics Late 18 th C Late 19 th C Late 20 th C Schön 2008
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15. Individuals within a firm Mattsson 2004 < 1 yr 1-5 yrs 5-10 yrs 10-15 yrs > 15 yrs Time at firm
21. … and most importantly, management cannot mandate social relationships John Eva Hans Miguel Paul Jan Lars Pia Anna Nils Bill Erik Mike Al Alex
22. Peripheral players between organizations San Francisco Stockholm London Brussels Helsinki Madrid Copenhagen Teigland 1998 Other firms Electronic communities
34. … but with very different access to resources B A
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36. Performance differs based on one’s network Firm A Low on-time High Creative High on-time Low creative Teigland 2003 High creative Virtual community Firm B
37. The strength of weak ties Network A’s knowledge Network D’s knowledge Network B’s knowledge Network C’s knowledge Granovetter 1973
38. When you hire someone,… … ..you “hire” his or her network.
39. Two divisions within Sundlink (Öresund Bridge) Section 1 Section 2 Improved efficiency over time Stagnant performance over time Schenkel & Teigland 2008
45. IBM – “A marketplace for projects” for its 390,000 employees worldwide http://www.slideshare.net/SOMESSO/speaker-1-bettina-kahlau-presentation
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47. IBM’s Atlas shows the social network of a topic and how to get to someone Poole 2008
48. IBM - Convergence in virtual spaces mentoring Green Data Center SOA Training Play is how we principally learn and principally create " Ray Kurzweil many to choose from IBM Lotus Tools BMW Training Media Brain Thinking Hamilton, 2009
49. Are there any benefits from social media, or is it all hype? Poole 2008: IBM Global Technical Services Knowledge Community of Practice Business Impact Survey 2007, completed by approximately 2,300 respondents
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51. External networks are growing in importance! Other people around the world Other employes around the world Other employees in your country Co-Workers Friends Large portion of new ideas and formal collaboration relationships come from external contacts You Alex Eyal Your manager Rami’s manager Hila Yaron Yuval Eduardo Ed Muriel Peter Frequent e-mails Infrequent e-mails Web 2.0 Collaboration
62. Promoting an open innovation attitude Not all the smart people work for us. We need to work with smart people inside and outside the company. The smart people in our field work for us. If you create the most and the best ideas in the industry, you will win. If you make the best use of internal and external ideas, you will win. Closed attitude Open attitude Chesborough 2003
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67. Two individuals with the same number of contacts but with very different access to resources B A
68. Structural holes Advantages of position in information networks Bill Burt 1992, Baker 2003 Dept 3 Dept 4 Dept 1 Dept 2 Barb
69. Build relationships with people at all hierarchical levels Look for complementary skills while maintaining a balance! Cross, Parise, & Weiss 2006 Higher: Help with making decisions, acquiring resources, developing political awareness, explaining organizational activities beyond local setting Equal: Help brainstorm and provide specific help, support, and needed information Lower: Provide best sources of technical information and expertise
70. Do you know who has informal power across the organization? Teigland 2003 How can you get to know these people?
71. Are you connected? Your subsidiary Subsidiary D Subsidiary A Subsidiary B
72. Develop participation in a variety of networks Strong ties Weak ties Outside organization Inside organization SOCNET
73. Start your own network Swedish International Business School Alumni Network (SIBSAN) Stanford GSB Alumni Club Nobel Laureates Government Ministers Stanford
74. Develop three forms of networking Ibarra & Hunter, HBR Jan 2007 Operational Personal Strategic Purpose Getting work done efficiently Enhancing personal and professional development Developing and achieving future priorities Members Mostly internal contacts and focused on current demands Mostly external contacts and focused on current and future interests Both internal and external contacts and focused on future Network attributes Depth through building strong working relationships Breadth through reaching out to contacts who can refer you to others Leverage through creating inside-outside links
79. The positive spiral of social networks tschaut’s photos Contribution Reciprocity Accumulation Value
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81. While we know what to do…. Network picture from http://n-e-r-v-o-u-s.com/blog/?m=200712 Hierarchy Linear, static, process-based organization Heterarchy Dynamic, integrated collaboration networks … .getting there is hard to do!!
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83. How to bridge islands of competence? Stockholm London Brussels Helsinki Madrid Copenhagen Transferred from Stockholm Teigland 1998 San Francisco
84. Increasing focus on Global Virtual Teams Adapted from McDermott 2001 -Obligation -Job requirement -Value -Commitment - Friendship Glue -Planned -Actively discovered -Serendipitously discovered Value Creation -Organize tasks -Meetings -Informal communications -One-on-one Activity -Assigned -Defined boundary -Mostly volunteers -Permeable boundary -Friends & acquaintances -No boundary Members -Accomplish goal -Solve problems -Share info & ideas -Expand knowledge -Share information -Friendship Purpose Virtual Team Community of Practice Personal Network
105. Foster trust to build relationships Coleman 2006 Practices and discipline build trust, not who you are in virtual environments
106. Team configuration matters when it comes to trust! Fully dispersed Three subgroups Two subgroups Least conflict Most trust Most conflict Least trust Polzer et al 2002
110. Understand individual member’s motivations Low visibility/importance High visibility/importance Develop new creative solutions R e use old solutions Adapted from Briner, Hastings & Geddes, 1996 Team member 1 Team member 2
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112. Develop collective competence Collective competence Team’s ability to work together to solve problems and achieve common goals Shared norms Shared routines Shared language Shared understanding Ruuska & Teigland 2008
113. Collective competence It’s really important to get a collective perspective in order for everyone to understand the project’s core and to develop the project’s goals and outcomes…a critical point is when everyone is on the same page and is able to look at the project with the same ”set of eyeglasses”. Ruuska & Teigland 2008
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117. How can you turn conflict into creative conflict ? ? Teigland & Ruuska 2009
118. High team performance comes from ongoing processes of positive and negative feedback Other Speaking about other Self Speaking about oneself or own group Advocacy Arguing for own position High Perf. Pos/Neg: 5.6 Medium Perf. Pos/Neg: 1.9 Low Perf. Pos/Neg: 0.4 Losada & Heaphy 2004 Inquiry Exploring other’s viewpoint Positive – Support, encouragement, appreciation Negative – Disapproval, sarcasm, cynicism
119. … and make sure you are connected Your subsidiary Subsidiary D Subsidiary A Subsidiary B
129. Leading and learning Leadership and learning are indispensable to each other.” - John F. Kennedy Leadership, teaching, and learning are inextricably interlinked. - Jack Welch
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131. Thanks and see you in world! Karinda Rhode aka Robin Teigland [email_address] www.knowledgenetworking.org www.slideshare.net/eteigland
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Editor's Notes
Great to see so many people interested in networks. I came from Stanford where networking is part of everyday of life Started my PhD research over ten years ago and one of first things I did was to look at the knowledge flows between the r&D units of three multinationals, HP, Ericsson, and Xerox. At beginning of knowledge management era and companies investing heavily in KM, these companies no exception. Found that top management invested heavily in different intranet applications, thinking understood how individuals worked. So for example, patent, then spoke with one of scientists and found that on one hand did not even access the intranet this application, nahh, just went next door to ask colleague who working with this. Much easier, faster, and better information. This got me started on my journey of looking into networks. Very much management not understanding the way work gets done and now with knowledge work, thinking can manage knowledge in same way managed physical resources of organization. But not the case… So here today to talk about networks