11. Open-Knowledge - Milan – London – Shanghai – Sydney
Organizzazione formale
e networking
Apertura, flessibilità, solidità
problem solving, spontaneità,
passione, velocità…
Obiettivi, strategie, pianificazione
efficienza, procedure,
processi, standard…
12. Open-Knowledge - Milan – London – Shanghai – Sydney
Social Network
Analisys &
Organizational
Network
Analisys
13. Open-Knowledge - Milan – London – Shanghai – Sydney
The power of social networks
Sociology: J.L. Moreno (sociogramme, sociometrics) and the school of Gestalt (1934)
Social Anthropology: Elton Mayo (the weight of inter-personal relations in the workplace: General
Electric)
Marc Granovetter and the theory of the weak bonds (Harvard University) as well as the point of no
return (“tipping point”)
Theory of the network: Rob Cross, Stephen Borgatti
Web 2.0: explosion of social networking and peer-to-peer information exchange
Raymond
Morrell
Poermandya
Bailey
Gallagher
Saracoglou
Ayhan
De Vries
Clancy
Nolan
17. Open-Knowledge - Milan – London – Shanghai – Sydney
Lots of
books about
innovation…
…but little
innovation to
be seen
18. Open-Knowledge - Milan – London – Shanghai – Sydney
INNOVATING USING SOCIAL CAPITAL IS REALLY ABOUT
Creating the right audiences,
motivations
and context
31. Open-Knowledge - Milan – London – Shanghai – Sydney
Due iniziative di innovazione nella Pubblica
Amministrazione UK
The Innovation Pool
Scottish Water
Scottish Water è la società pubblica,
controllata dal governo Scozzese, che
gestisce le infrastrutture di distribuzione
di acqua e di raccolta delle acque reflue in
tutto il paese. Conta oggi 3.700
dipendenti.
Gentoo Re-Imagine
Gentoo Group
Gentoo Group è un gruppo che opera nel
nord dell’Inghilterra e comprende una
cooperativa edilizia con oltre 30.000
edifici, un’impresa di costruzioni anche
edilizie e un ramo dedicato allo sviluppo
immobiliare. Conta oggi oltre 1.700
dipendenti.
32. Open-Knowledge - Milan – London – Shanghai – Sydney
Una piattaforma di Idea Management: Spigit
I processi che portano alla
condivisione, discussione e –
perché no – concretizzazione
di idee innovative in azienda
passano sempre più
frequentemente da
piattaforme web-based ad uso
e consumo di dipendenti,
collaboratori esterni e attori
che gravitano attorno
all’azienda.
È un processo che tende ad
avvicinare dipendenti e
collaboratori alle scelte del
management, creare un clima
partecipativo su tematiche di
importanza strategica e può
valorizzare le potenzialità
inespresse in azienda
premiando la cosiddetta
“collective intelligence”.
33. Open-Knowledge - Milan – London – Shanghai – Sydney
Explore Phase: a) strength of weak ties
Director of Operations
Technical Co ordinator
Head of Maint.& Minor Works
Finance Manager
Finance Manager
Electrical Designer
Technical Manager
Senior Project Controller
Finance Manager
34. Open-Knowledge - Milan – London – Shanghai – Sydney
Explore Phase: b) strong ties - community
Assistant Project Controller
Senior Auditor
Senior Quantity Surveyor
Head of People Development
Snr. Policy & Research Officer
Director of OperationsAsst. Chief Executive
Head of Service (Operations)
Head of Communications
Technical Manager
Director of Customer Services
Customer Services Assistant
Senior Project Controller
Property Info Officer
Asst. Chief Executive
Policy & Research Officer
35. Open-Knowledge - Milan – London – Shanghai – Sydney
Engage Phase:
Senior Quantity Surveyor
Head of People Development
Systems Support Manager
Snr. Policy & Research Officer
Sustainability Project Off
Operations Manager
ICT Service Delivery Manager
Project Manager
Supported Housing Manager
Head of Business Assurance
Director of Operations
Public Relations Manager
Project Mgr (Special Projects)
Head of Service (Operations)
Development Manager
Green Operations Manager
Knowledge Manager
Sen. Systems Support Engineer
Head of Communications
Technical Manager
Director of Customer Services
Head of Business Improvement
Senior Project Controller
Contact Centre Manager
Director of Gentoo Green
Policy & Research Officer
Where are the Explorer/Management
Relationships?
Executive cluster has “thin” connection to
Contact centre and Operations
36. Open-Knowledge - Milan – London – Shanghai – Sydney
Exploitation Phase: ‘Programmable’ exploitation
Senior Management
Management
Exploitation is largely top-down
37. Open-Knowledge - Milan – London – Shanghai – Sydney
Exploitation phase: Exploitation complex
Head of People Development
Snr. Policy & Research Officer
Sustainability Project Off
Neighbourhood Support Officer
Arborcultural Team Leader
Sustainability Project Off
Finance Manager
Building Surveyor
Electrical Designer
Head of Communications
Head of Business Improvement
Contact Centre Manager
Asst. Chief Executive
Exploit by Department
38. Open-Knowledge - Milan – London – Shanghai – Sydney
The 3 E’s in practice
Exploitation:
Programmable
Director of Operations
Technical Co ordinator
Head of Maint.& Minor Works
Finance Manager
Finance Manager
Electrical Designer
Technical Manager
Senior Project Controller
Finance Manager
Assistant Project Controller
Senior Auditor
Senior Quantity Surveyor
Head of People Development
Snr. Policy & Research Officer
Director of OperationsAsst. Chief Executive
Head of Service (Operations)
Head of Communications
Technical Manager
Director of Customer Services
Customer Services Assistant
Senior Project Controller
Property Info Officer
Asst. Chief Executive
Policy & Research Officer
Senior Quantity Surveyor
Head of People Development
Systems Support Manager
Snr. Policy & Research Officer
Sustainability Project Off
Operations Manager
ICT Service Delivery Manager
Project Manager
Supported Housing Manager
Head of Business Assurance
Director of Operations
Public Relations Manager
Project Mgr (Special Projects)
Head of Service (Operations)
Development Manager
Green Operations Manager
Knowledge Manager
Sen. Systems Support Engineer
Head of Communications
Technical Manager
Director of Customer Services
Head of Business Improvement
Senior Project Controller
Contact Centre Manager
Director of Gentoo Green
Policy & Research Officer
Head of People Development
Snr. Policy & Research Officer
Sustainability Project Off
Neighbourhood Support Officer
Arborcultural Team Leader
Sustainability Project Off
Finance Manager
Building Surveyor
Electrical Designer
Head of Communications
Head of Business Improvement
Contact Centre Manager
Asst. Chief Executive
Explore: Strength of
Weak Ties Model
Explore: Communities
Model
Engage (with Executive)
Exploitation:
Complex
39. Open-Knowledge - Milan – London – Shanghai – Sydney
Social capital is the key innovation
differentiator…
the rest is business as usual…
40. Open-Knowledge - Milan – London – Shanghai – Sydney
Keep in touch!
www.open-knowledge.it
rosario.sica@open-knowledge.it
@rsica
MILANO LONDON SYDNEY SHANGHAI
Notas do Editor
These titles and the proliferation of articles on innovation show how trivialised and vacuous the term has become. The concept has become a cultural affectation and an advertising gimmick. The fact that innovation is no longer simply about Research and Development (R&D), technology or investment but is now applied to everything that moves: culture, employees, creativity, thinking on the left side of the brain, role-models, etc., reveals that the discussion is one that is taking place within its own terms and is no longer linked to a broader purpose. This extraordinary attempt to promote innovation is, as I will argue below, a sign of its absence.If we were living through an era of innovation we would be having a different discussion. We would be talking about inventions or technologies or their impact or what is next. Instead we are talking about innovation as an end in itself unrelated to any broader social process which is hardly innovative. It apes the equally vacuous debate in political circles about the ‘Big Idea’. If it existed politicians and the media would be talking about solving problems rather than trying to find the Big Idea
Il numero relativamente elevato di relazioni reciproche che esistono tra il personaleSuggerisce una cultura di collaborazione - ma limitata entro singole unità di business non è tra loro
Questo framewrok porta una vista dell'innovazione Nei NETWORK Frameworki in cui le transizioni tra le fasi sono gestite meno come “fase o stadio', ma più come una progressiva transizione di messa a fuoco dei partecipanti.
Puntochiave: Idee hanno più probabilità di provenire da connessioni deboli (legami) che da legami più stretti;Queste personale sono identificate come quelle di transizione attraverso connessioni business unit debole - molti non si identificano come esploratori di idea –ma il ruolo di pontedeve essere esplicitato e valorizzato
Riconosciuto IDEA generatori sono analizzati per come si relazionano l'uno all'altro come informale 'think tank';Qui siamo alla ricerca di rapporti di reciprocità tra generatori di idee ein particolare di quegli individui che sostengono di più rapporti di reciprocità
Questo mappa identifica quanto le idee sono valutate per reperire risorse e ilcommittment dal management.Individua un gap evidente tra i Senior Executive e molti dei CLUSTER livello operativo di IDEA GENERATORI.(Nodi neri sono i Dirigenti, BLU MANAGEMENT nodi.)Queste persone così come il 'Vai a' persone identificate nelle diapositive precedenti dovrebbe diventare la comunità che facilita la generazione delle idee, dalla fase di incubazioneQuesto gruppo ha bisogno di essere coinvolto nella convalida idea e attività di valutazione
Questo identifica le idee per le quali un'attuazione chiara e programmati possano essere formulate e attuate attraverso strutture operative esistenti.Questo potrebbe essere attuato da una unica business unit. I puntini blu e nero sono identificati come potenziali hub per rafforzare lo sviluppo delle idee
The second network identifies those ‘go to’ people for exploitation who have reciprocal relationships with other ‘go to’ people.This group needs to be drawn on for exploitations that are more complex. (eg implementations that span business units or require sensitive engagement with external stakeholders). - in this situation, effective relationships become more or a predictor of exploitation success than project management practices alone.