Course Support for the module on Technology and Innovation

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Social Business
March 10 2017
Introduction
Focus Improve Knowledge Leverage Measure
Networks Relationships Emerging Interactions Innovation
Technology and Innovation
http://DSign4Methods.com

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Date Subject
23 February Introduction
23 February Innovation
10 March Technology
10 March Management Decision Making
11 March Social Business
How does information technology
contribute to business innovation in
the digital economy?
©2016 LHST sarl
Introduction

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Introduction
©2016 L. SCHLENKER
Agenda
Introduction
Social Business
Networks
Applications
Metrics

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• The authors develop the notion of the
"Innovator's DNA"? To what exactly does this
refer?
• Why do they argue that capitalizing on the
divergent associations of their founders,
executives, and employees is so important?
• Peter Drucker stressed the power of provocative
questions. What real life examples can you
offer?
• Roger Martin writes that innovative thinkers
have “the capacity to hold two diametrically
opposing ideas in their heads.” Can you give a
pertinent example here at school
• Why to the authors conclude their article with
the paragraph "Practice, Practice, Practice"

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©2016 LHST sarl
Introduction

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• Cecile Balmond – Informal
• (Work) spaces aren’t bound by
technology but by vision
• Rules aren’t boundaries, just
considerations
• Vision, actors, events,
outcomes, gateways
©2016 L. SCHLENKER
The « Workplace »

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Can social innovation help
business make sense?
©2016 LHST sarl
Introduction

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• The assumption of order
• The assumption of rational
choice
• The assumption of
intentional capacity
• The assumption of identity
Conflict

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Telecommunications
Textiles
Medicine
Leisure
Automobile
Household
appliances…
Separation, alignment, cohesion
Conflict

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• 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.
©2006 LHST sarl
Patti Anklam The Social-Network Toolkit
Conflict

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Blind trust "Seeing is believing"
Trustworthiness Personal or product based
reputation
Contextual trust What works in a special
context
Referred trust Relying on the opinions of
those we admire
Vanessa Hall - The Truth About Trust in Business
Conflict

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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
Conflict

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• Common objectives – shared
meaning
• Actors and actants
• Innovation closely tied to
organisation
• Possibilities tied to societal
environment
Networks Conflict

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©2006 LHST sarl
Conflict

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Claire Jones
Is more than social media…..
Organizational rigidity ?
Clearly defined functions ?
Organizational boundaries ?
Corporate strategy ?
Product development cycle ?
Social

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• For CRM to be truly
effective, an organization
must first decide what kind
of customer information it is
looking for and must decide
what they intend on doing
with it.
• 75% of CRM projects fail
within their first year
• It can result in lost of
productivity and waste
corporate investment in
software and time
Social

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Stan Maklan and his co-authors offer us a view of the past and
potential future of customer relationship management in their
Sloan Management Review article, Why CRM Fails — and How to
Fix It.
• How do the authors’ describe the problem of Customer
Relationship Management, and how do they present the solution?
• Why to they suggest that managers need to to invest in both
resources and capabilities ?
• Describe the framework presented to develop their CRM resources
and capabilities as well as how it applies to BMV and Flutter
• Which key insights emerge from the authors’ work?
• new conditions. What other examples confirm this contention?
Social

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• Customers are not listening to
what you have to say
• Customers know more about
your business than you do
• Customers create their own
experience
• Customer interactions are
complex and unpredictable
• Customer communities are
where the knowledge is.
Esteban Kolsky
Social

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• The three most important factors that
influence consumer behavior are :
• personal experience (98%)
• company’s reputation or brand (92%)
• recommendations from friends and family
(88%)
• 41% of customers believe that companies
should use social media tools to solicit
feedback (Cone Business in Social Media
Study, 2008)
• 43% of consumers say that companies
should use social networks to address
customers problems
• Only 7% of organizations understand the
CRM value of social media, according to
the Brand Science Institute, European
Perspective, August 2010
Jacob Morgan
Outside In Social

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Networks

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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
Networks

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©2006 LHST sarl
• 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
Networks

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• 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 .
Networks

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Networks

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Application
• 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

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The Idea Network
• Pearltrees is an example of social curation
• Users can assemble these pearls into trees
based around a topic
• Pearltrees is using that data to determine
how different topics and bookmarks are
related.
• In the same vein as Google’s PageRank
and Facebook’s EdgeRank, Pearltrees uses
TreeRank to explore the notion of an
“Interest Graph”
Application

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The Expert Network
• InnoCentive is an "open innovation" company
that tackles research an
development problems
• Open Innovation suggests that innovation is
more likely to come from a community than
from an organization
• The model addresses problems in
engineering, computer science, math, the
physical sciences and business.
• Cash awards are given for solving challenge
problems typically from $10,000 to $100,000.
Application

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The Social
Network
Application

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The Career Network Application

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Brian Solis
http://conversationprism.com/
Metrics

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• Why are users are failing to complete proposed
activity?
• Monitor conversion rate using unique visitors and
click-through rates.
• Landing pages provide the biggest challenge to
digital challenges.
• Reduce number of steps to facilitate engagement.
• Reduce the number of fields that require user input.
• Check for leaks: visitors might not be dropping
completely but using other routes.
Cian O' Sullivan
Metrics

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• What aspects of your app are influencing the
mindset of your users?
• Monitor the « stickiness » of your message
through number of visits, time spent per
visit, citations and redirects.
• What customer challenges/opportunities are you
addressing?
• What skills and knowledge are you targeting?
• How does your application fit into the story that
your customers are trying to tell?
Metrics

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• Why your user base does what it does?
• Tracking time and location to map out the
spaces where "what's going on" happens.
• Context is a means of measuring the extent
to which a vision (product, service, idea) can
be shared
• Social spaces are constructed from a vision,
“actors”, repeatable events, and outcomes.
Metrics

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• How does your data elucidate user
behavior?
• Social graphs are the global mapping of
your customer base and how they're
related
• Capture and monitor identity, quality and
structure of relationships with others
• Emergent behaviors – what new business
opportunities might be explored?
Alex Iskold
Metrics