teigland_leveraging social networks_dec10
DESCRIPTION
An updated version of my slides on social networks. I presented them today (Dec 2010) for a group of managers from Swedish companies.TRANSCRIPT
Leveraging Social Networks for Leveraging Social Networks for Improved PerformanceImproved Performance
Dr. Robin Teigland, akaDr. Robin Teigland, akaKarinda Rhode in SLKarinda Rhode in SL
Stockholm School of EconomicsStockholm School of Economicswww.knowledgenetworking.orgwww.knowledgenetworking.orgwww.slideshare.net/eteiglandwww.slideshare.net/eteigland
RobinTeiglandRobinTeigland December 2010December 2010www.hhs.sewww.hhs.se
Today’s discussionToday’s discussion
Background Background
Understanding organizational networksUnderstanding organizational networks
““Managing” organizational networksManaging” organizational networks
Leveraging social media and virtual Leveraging social media and virtual worldsworlds
22
33
Everyone is talking about networksEveryone is talking about networks
National Innovation Networks
FormalNetworks
Entrepreneurial Networks
Facebook. LinkedIn, Twitter Regional
Networks
Infrastructure Networks
Social Networks
FAS.research
ElectronicNetworks
InformalNetworks
Networksof Practice Networked
organization
4
Did You Know: Shift HappensDid You Know: Shift Happenshttp://www.youtube.com/watch?http://www.youtube.com/watch?v=cL9Wu2kWwSY&feature=searchv=cL9Wu2kWwSY&feature=search
What trends do you recognize?What trends do you recognize?
How are these trends affecting you and How are these trends affecting you and your organization?your organization?
GrowthGrowth
TimeTime
Information Information and knowledgeand knowledge
Human Human absorptive absorptive capacitycapacity
Human capacity cannot keep up…Human capacity cannot keep up…
Adapted from Cohen & Levinthal 1989Adapted from Cohen & Levinthal 1989
””No one knows everything, No one knows everything, everyone knows something, everyone knows something,
all knowledge resides in all knowledge resides in humanity.”humanity.”
networksnetworks
Adapted from Lévy 1997
Six degrees Six degrees of separationof separation
- Milgram, - Milgram, 19671967
What is a network?What is a network?
A set of actors connected by tiesA set of actors connected by ties
•Ties/LinksTies/Links−Knowledge, trust, Knowledge, trust, team, sit by, dislike, team, sit by, dislike, etc.etc.−Alliance, customer, Alliance, customer, investment, etc.investment, etc.
TieTie•Actors/NodesActors/Nodes
−IndividualsIndividuals−Teams, Teams, organizations, etc.organizations, etc.
ActorActor
77
Liljeros 2006
Swedish hip hop artists – mid 2000
??Timbuktu
88
Social network analysis has a long Social network analysis has a long history history
and is based on matrix algebraand is based on matrix algebra
99
http://en.wikipedia.org/wiki/Social_network
Today’s discussionToday’s discussion
Background Background
Understanding organizational networksUnderstanding organizational networks
““Managing” organizational networksManaging” organizational networks
Leveraging social media and virtual Leveraging social media and virtual worldsworlds
1010
1111
Uncovering networks in an organizationUncovering networks in an organization
Formal organizationFormal organization InformalInformal organizationorganization
Teigland et al. 2005
Central connectors within one locationCentral connectors within one location
Bottleneck
Teigland 1998
Surprise!!
Stockholm
1212
Individuals within a firmIndividuals within a firm
Mattsson 2004
< 1 yr1-5 yrs
5-10 yrs10-15 yrs> 15 yrs
Time at firm
1313
””Birds of a feather flock together”Birds of a feather flock together”““Lika barn leka bäst”Lika barn leka bäst”
People find similar people attractive and People find similar people attractive and develop relations with people like themselves develop relations with people like themselves
Our networks tend to be Our networks tend to be homogeneoushomogeneous and and not heterogeneousnot heterogeneous
Marsden 1987, Burt 1990Marsden 1987, Burt 1990 1414
Stockholm
London
Brussels
HelsinkiMadrid
Copenhagen
Boundary spanners between locationsBoundary spanners between locations
Transferred from
Stockholm
Teigland 1998
San Francisco
1515
1616
Proximal collaborationProximal collaboration
When people are more than 50 When people are more than 50 feet apart, the likelihood of feet apart, the likelihood of
them collaborating more than them collaborating more than once a week is less than once a week is less than
10%.10%.- Allen 1984
Organizational communication Organizational communication still occurs within formal silosstill occurs within formal silos
1717
•US-based MNC with 30 product US-based MNC with 30 product divisionsdivisions•30,328 people for 3 months in 30,328 people for 3 months in 20062006
• > 114 mln emails and > 114 mln emails and meetingsmeetings
•Where does communication occur?Where does communication occur?•Vast majority is within business unit and functional Vast majority is within business unit and functional boundaries, not across themboundaries, not across them
•Who are the boundary spanners?Who are the boundary spanners?•WomenWomen•Mid- to high-level executivesMid- to high-level executives•Sales & marketing executivesSales & marketing executives
Kleinbaum et al 2008Kleinbaum et al 2008
1818
Trust & reciprocity Trust & reciprocity are essential for are essential for
knowledge knowledge exchange in exchange in
networksnetworks
San Francisco
Stockholm
London
Brussels
HelsinkiMadrid
Copenhagen
Peripheral players between organizationsPeripheral players between organizations
Teigland 1998
Otherfirms
Electroniccommunities
1919
Dual loyaltiesDual loyalties
LoyaltyLoyalty Loyalty
Loyalty
OrganizationOrganization ProfessionalProfessionalnetworknetwork
Teigland 2003 2020
Managing information overloadManaging information overload
2121Whelan & Teigland 2010
2222
What is the relationship What is the relationship between networks and between networks and
power?power?Power: Access to and control over resourcesPower: Access to and control over resources
How does informal power arise?How does informal power arise?
2323Krebs 2004
Jack gains informal power, Jack gains informal power, weakening the boss Lisa’s formal weakening the boss Lisa’s formal
power…power…
Jill
JackBob Lars AnnaSue
Lisa
Mira Sam Fred
How does informal power arise?How does informal power arise?
2424
……and now Jack’s informal power is and now Jack’s informal power is greater than the boss Lisa’s formal greater than the boss Lisa’s formal
powerpowerKrebs 2004
Jill
JackBob Lars AnnaSue
Lisa
Mira Sam Fred
Betweenness•Control over what
flows in the network•How often are you on
the shortest path between 2
individuals?
Closeness•Access to what flows
in the network•How quickly can you reach all others in the
network?
Your network position is related to power Your network position is related to power
2525Krebs 2004
JillJack
Bob
Lars
Anna
Sue
Lisa
MiraSam
Fred
2626
What is the relationship What is the relationship between networks and between networks and
performance?performance?
2727
BA
Two individuals with the same number of Two individuals with the same number of contacts…contacts…
……but with very different access to resourcesbut with very different access to resources
BA
2828
Bridging unconnected groups brings Bridging unconnected groups brings advantagesadvantages
•More rapid promotionsMore rapid promotions•Greater career mobilityGreater career mobility
•Higher salariesHigher salaries•More adaptable to changing environmentsMore adaptable to changing environments
Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & BenassiBrass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi 2929
Performance differs based on one’s networkPerformance differs based on one’s network
Firm AFirm A
LowLowon-timeon-time
HighHighCreative Creative
HighHighon-timeon-time
Low Low creative creative
Teigland 2003Teigland 2003
HighHighcreativecreative
VirtualVirtualcommunitycommunity
Firm BFirm B
3030
……..you “hire” his or her network...you “hire” his or her network.
When you hire someone,… When you hire someone,…
3131
Network structure affects performance Network structure affects performance
3232
Division 1Division 1 Division 2Division 2
Improved efficiency Improved efficiency over timeover time
Stagnant Stagnant performance over performance over
timetimeSchenkel & Teigland 2008Schenkel & Teigland 2008
Two divisions within Sundlink (Öresund Two divisions within Sundlink (Öresund Bridge)Bridge)
Comparing performance across firmsComparing performance across firms
Teigland et al 2000 3333
Networking activities Networking activities recognized and recognized and rewardedrewarded at individual and unit levels at individual and unit levels
Management support for Management support for informal and formalinformal and formal networking activitiesnetworking activities across internal and across internal and external boundariesexternal boundaries Best practice task groupBest practice task group Personal initiativesPersonal initiatives
ExtensiveExtensive socializationsocialization: personnel rotation, : personnel rotation, cross-office teams, “open” office layoutcross-office teams, “open” office layout
A A visionaryvisionary organization organization − Clearly defined mission:Clearly defined mission: ”To make technical contributions ”To make technical contributions
for the advancement and welfare of humanity”for the advancement and welfare of humanity”− Supporting core values,Supporting core values, e.g., teamwork, helpfulness e.g., teamwork, helpfulness− Company-wide goalCompany-wide goal of World’s Best Laboratory of World’s Best Laboratory
Hewlett-PackardHewlett-Packard
Teigland et al 2000 3434
3535
Other network outcomes?Other network outcomes? Individual level
−Improved effectiveness−Improved job opportunities−Higher salaries−Faster promotions−Increased influence & power−Improved health
Organizational levelOrganizational level−Organizational learningOrganizational learning−Improved innovationImproved innovation−Increased salesIncreased sales−Decreased employee turnoverDecreased employee turnoverPainting by Idahlia Stanley
Avoid creating insular networksAvoid creating insular networks
http://www.enronexplorer.com/focus/19185#http://www.enronexplorer.com/focus/19185# 3636
Today’s discussionToday’s discussion
Background Background
Understanding organizational networksUnderstanding organizational networks
““Managing” organizational networksManaging” organizational networks
Leveraging social media and virtual Leveraging social media and virtual worldsworlds
3737
3838
So, what does this mean for you?So, what does this mean for you?An actor’s position in a social network,
i.e., social capital, determines in part the actor’s opportunities and constraints
Casper & Murray 2002Casper & Murray 2002
German biotech scientist
s
Develop three forms of networkingDevelop three forms of networking
OperationalOperational PersonalPersonal StrategicStrategicPurpose Getting work
done efficientlyEnhancing 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
3939Ibarra & Hunter, HBR Jan 2007Ibarra & Hunter, HBR Jan 2007
Build relationships with people Build relationships with people at all hierarchical levelsat all hierarchical levels
Look for complementary Look for complementary skills while maintaining a skills while maintaining a
balance!balance!Cross, Parise, & Weiss 2006Cross, Parise, & Weiss 2006
Higher: Help with making decisions, Higher: Help with making decisions, acquiring resources, developing acquiring resources, developing political awareness, explaining political awareness, explaining organizational activities beyond organizational activities beyond
local settinglocal setting
Equal: Help brainstorm and provide Equal: Help brainstorm and provide specific help, support, and needed specific help, support, and needed
information information
Lower: Provide best sources of Lower: Provide best sources of technical information and expertisetechnical information and expertise
4040
4141
Build relationships before you need Build relationships before you need themthem
Strong Strong tiesties
Weak Weak tiesties
Outside Outside organizatioorganizatio
nn
Inside Inside organizatioorganizatio
nn
4242
Myths about networksMyths about networks
I already know what is going on in my I already know what is going on in my network network
We can’t do much to help informal We can’t do much to help informal networksnetworks
To build networks, you have to To build networks, you have to communicate morecommunicate more
Adapted from Cross et al. 2002Adapted from Cross et al. 2002
4343
Myths and reality checksMyths and reality checks I already know what is going on in my network I already know what is going on in my network
Those who think they know their network the Those who think they know their network the best are usually the ones who know the leastbest are usually the ones who know the least
We can’t do much to help informal networksWe can’t do much to help informal networks Informal networks can be “managed” through Informal networks can be “managed” through
changing the organizational contextchanging the organizational context
To build networks, you have to communicate moreTo build networks, you have to communicate more Networks can be strategically developedNetworks can be strategically developed
Adapted from Cross et al. 2002Adapted from Cross et al. 2002
What do you notice about the informal What do you notice about the informal network? network?
4444Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis
4545
More social get-togethers and coffee More social get-togethers and coffee breaksbreaks are not the solution are not the solution
4646
““Managing” networks in your organization Managing” networks in your organization BeforeBefore AfterAfter
Anklam & Welch 2005
1. Uncover networks2. Analyze networks
3. Improve connectedness
Conduct your own ONAConduct your own ONA
1.1. Uncover strategically important networksUncover strategically important networks− Collaboration generally poor across Collaboration generally poor across functional, functional,
physical, hierarchical, and organizational linesphysical, hierarchical, and organizational lines− Meaningful, actionable relationships, e.g., Meaningful, actionable relationships, e.g.,
information flow, knowledge sharing, trust, information flow, knowledge sharing, trust, decision-makingdecision-making
2.2. Collect and analyze dataCollect and analyze data− E.g., email, survey, interview, observationE.g., email, survey, interview, observation− Visually map dataVisually map data
3.3. Improve connectednessImprove connectedness− Create meaningful feedback sessionsCreate meaningful feedback sessions
4747Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis
Some questions to askSome questions to ask CommunicationCommunication: How often do you talk with the : How often do you talk with the
following people regarding (topic x)?following people regarding (topic x)? InformationInformation: Who do you typically seek work-: Who do you typically seek work-
related information from?related information from? Problem-solvingProblem-solving: Who do you typically turn to : Who do you typically turn to
for help in thinking through a new or challenging for help in thinking through a new or challenging problem?problem?
KnowKnow: How well do you understand this person’s : How well do you understand this person’s knowledge and skills?knowledge and skills?
AccessAccess: Who is generally accessible to you : Who is generally accessible to you within a sufficient amount of time to help solve within a sufficient amount of time to help solve a problem?a problem?
4848Cross et al 2002Cross et al 2002
Analyze and visualize dataAnalyze and visualize data
4949
http://en.wikipedia.org/wiki/Social_network_analysis_software18
Knowledge sharing across client teamsKnowledge sharing across client teams
5050
Knowledge sharing across client teamsKnowledge sharing across client teams
5151
Network of top two leadership layers Network of top two leadership layers
5252Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis
Multinational best practices teamMultinational best practices team
5353Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis
Conduct your own ONAConduct your own ONA
1.1. Uncover strategically important networksUncover strategically important networks− Collaboration generally poor across Collaboration generally poor across functional, functional,
physical, hierarchical, and organizational linesphysical, hierarchical, and organizational lines− Meaningful, actionable relationships, e.g., Meaningful, actionable relationships, e.g.,
information flow, knowledge sharing, trust, information flow, knowledge sharing, trust, decision-makingdecision-making
2.2. Collect and analyze dataCollect and analyze data− E.g., email, survey, interview, observationE.g., email, survey, interview, observation− Visually map dataVisually map data
3.3. Improve connectednessImprove connectedness− Create meaningful feedback sessionsCreate meaningful feedback sessions
5454Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis
5555
IBM’s Atlas shows the social network of a IBM’s Atlas shows the social network of a topictopic
and how to get to someoneand how to get to someone
Poole 2008
Create forums: Improving internal Create forums: Improving internal operations and increasing loyalty at Intuitoperations and increasing loyalty at Intuit
http://billives.typepad.com/portals_and_km/2009/10/intuit-brainstorm-offers-innovation-management.html
Today’s discussionToday’s discussion
Background Background
Understanding organizational networksUnderstanding organizational networks
““Managing” organizational networksManaging” organizational networks
Leveraging social media and virtual Leveraging social media and virtual worldsworlds
5757
5858
"...when the rate of change "...when the rate of change outside an organization is outside an organization is greater than the change greater than the change
inside, the end is near...." inside, the end is near...."
Jack Welch…Jack Welch…
””No one knows everything, No one knows everything, everyone knows something, everyone knows something,
all knowledge resides in all knowledge resides in humanity.”humanity.”
networksnetworks
Adapted from Lévy 1997
Six degrees Six degrees of separationof separation
- Milgram, - Milgram, 19671967
The wisdom of the crowdThe wisdom of the crowd
ClosedClosedExpensiveExpensiveComplexComplexAccurateAccurate
OpenOpenInexpensiveInexpensive
SimpleSimpleClose enoughClose enough
Hinton 2007
AccurateAccurate
History tends to repeat itself….History tends to repeat itself….Innovation, financial crisis, industrial revolution, Innovation, financial crisis, industrial revolution,
… …
Steam Steam engineengine
Internal Internal combustion combustion
engineengine
MicroelectroniMicroelectronicscs
Late 18Late 18thth C C Late 19Late 19thth C C Late 20Late 20thth C C
Schön 2008
Third industrial revolution?
Breaking free from “industrial chains”?Breaking free from “industrial chains”?
Industrial Economy AssumptionsIndustrial Economy AssumptionsWork and private life are separateWork and private life are separateWork should be seriousWork should be seriousRoles and responsibilities are appointedRoles and responsibilities are appointedLearning occurs behind the deskLearning occurs behind the deskValue is created by firm’s employeesValue is created by firm’s employeesFirms are primary source of value creationFirms are primary source of value creationCompetition is a zero-sum gameCompetition is a zero-sum gameEtc…..Etc…..
A new workforce is appearing…A new workforce is appearing…
Prensky 2001, Beck and Wade 2004, Mahaley 2008 Prensky 2001, Beck and Wade 2004, Mahaley 2008
““Digital Immigrants”Digital Immigrants”““Digital Natives”Digital Natives”
Company loyaltyCompany loyaltyWork ≠ PersonalWork ≠ Personal
Learning=Behind the deskLearning=Behind the desk
Professional loyaltyProfessional loyaltyWork = PersonalWork = Personal
Learning=Fun and gamesLearning=Fun and games
6464
Building skills in virtual environmentsBuilding skills in virtual environmentsMy CVMy CV
•Leading a virtual team of 30 Leading a virtual team of 30 individuals from across the globeindividuals from across the globe
•Creating and successfully Creating and successfully executing strategies under executing strategies under
pressurepressure•Managing cross-cultural conflict Managing cross-cultural conflict
without face-to-face without face-to-face communicationcommunication
Teigland 2010
Adapted from FredCavazza.net
“u r always on….”
My company has blocked my computer from
accessing most of the social media sites. But I feel so cut off from my network. So, now I just connect through my
phone.
Management Management cannot mandatecannot mandate social relationships social relationships
Empower and trust employeesEmpower and trust employees
Policies written by IBM employees based on IBM’s
Business Conduct Guidelines
Apply internally and externally
Available on ibm.com“blogging guidelines”
Adapted from Poole 2008
Transparency: There is nowhere to hide…Transparency: There is nowhere to hide…
http://www.youtube.com/watch?v=t8XxcOj3SeoFortune, Rey 2008
http://www.socialmedia.biz/2009/11/02/why-i-love-public-transportation-and-hate-hp/
It’s everyone’s
responsibility!
Where are the sources of Where are the sources of sustainable competitive advantage?sustainable competitive advantage?
#1
InnovationInnovationNetworks of Networks of relationshipsrelationships
Brand & Brand & ReputationReputation
FIRM
Kaye 1993Kaye 1993
#1InnovationInnovationNetworks of Networks of
relationshipsrelationships
Brand & Brand & ReputationReputation
FIRM
Where are the sources of Where are the sources of sustainable competitive advantage?sustainable competitive advantage?
Teigland 2010
Access to a global workforce 24x7Access to a global workforce 24x7
Average wage approx. USD 1.40 /
hourhttp://www.people.fas.harvard.edu/http://www.people.fas.harvard.edu/
~drand/~drand/
Finding solutions and Finding solutions and solving unsolved problemssolving unsolved problems
A shift from being A shift from being problem solvers to solution finders problem solvers to solution finders
Adapted from FredCavazza.net7474
Social media can be used for so much Social media can be used for so much moremore
Finding and connecting with Finding and connecting with experts experts
Building communitiesBuilding communitiesSharing information & Sharing information &
knowledgeknowledgeDeveloping new ideas, products, Developing new ideas, products,
and servicesand servicesLearning informallyLearning informallyAttracting and retaining talentAttracting and retaining talent
Creating value through external Creating value through external conversationsconversations
7676
Use social media to strengthen Use social media to strengthen internal and external relationshipsinternal and external relationships
•#1 Applications Lifecycle Management (ALM) & business
mashup•96 of Fortune 100 as
customers•800 employees in 18 countries across globe
•Facebook Fridays: One hour every Friday on Facebook to find fun and connect with co-workers, customers, family,
and friends•Average employee age: 46•29 year old Silicon Valley
company• >90% of employees on FB
Using twitter as a leadership toolUsing twitter as a leadership tool
http://twitter.com/#!/zappos
Work with students to develop new Work with students to develop new solutionssolutions
http://www.thetransitwire.com/2010/04/02/lighten-up-using-social-media-make-to-http://www.thetransitwire.com/2010/04/02/lighten-up-using-social-media-make-to-transit-fun/transit-fun/
ExploitationExploitationImproving Improving
existingexisting value value creation creation activitiesactivities
ExplorationExplorationDeveloping Developing newnew value value creation creation activitiesactivities
Adapted from March 1991Adapted from March 1991
What came first – What came first – the community or the company?the community or the company?
http://www.youtube.com/watch?v=9VKRbmnqXR4http://www.youtube.com/watch?v=9VKRbmnqXR4
eZeZ 230+230+PartnerPartner
ss
37,000+37,000+CommunityCommunitymembersmembers
5,000+5,000+Customers in Customers in 130 countries130 countries
• Open source content management softwareOpen source content management software• Customers include Financial Times, Wall Customers include Financial Times, Wall Street Journal, UN, Vogue, Hitachi, 3M, MITStreet Journal, UN, Vogue, Hitachi, 3M, MIT
• 70 employees in 9 countries (US, Europe & 70 employees in 9 countries (US, Europe & Asia)Asia)
Skien, NorwaySkien, Norway
eZ PhilosophyeZ Philosophy
Connecting people who share a passion for something they do
so that they can collaborate, share ideas,
learn, and create knowledge
The backbone of eZ Systems is social The backbone of eZ Systems is social media - media - throughout the value chainthroughout the value chain
Innovation in the eZ ecosystemInnovation in the eZ ecosystem
Some things do not change….Some things do not change….
Interaction Relationships
Relationships Trust
Trust Exchange
Exchange Innovation
Innovation Awareness
8686
"E-connection is processed in the brain like an in-person connection."
http://slideshare.net/missrogue
Here comes the Immersive InternetHere comes the Immersive Internet
O’Driscoll 2009O’Driscoll 2009
8888
Facilitating the virtual workforce Facilitating the virtual workforce through virtual worldsthrough virtual worlds
•Completely private virtual business worlds offering Completely private virtual business worlds offering tools to conduct business and collaboratetools to conduct business and collaborate
•Fortune 500: IBM, Intel, Johnson & Johnson, Merck, Fortune 500: IBM, Intel, Johnson & Johnson, Merck, Motorola, Sun Microsystems, Unilever Motorola, Sun Microsystems, Unilever
Welch et al 2010Welch et al 2010
Tomorrow’s education & training?Tomorrow’s education & training?
Learning virtual Learning virtual teaming skills teaming skills
through experiencethrough experience
8989http://www.youtube.com/watch?v=N8XPmp0qGyghttp://www.youtube.com/watch?v=N8XPmp0qGyg
9090
Innovation workshops bring together Innovation workshops bring together users from across the globeusers from across the globe
Teigland et al. 2010Teigland et al. 2010
Integrating the Integrating the users in the users in the
development development processprocess
Exploring VW affordancesExploring VW affordances
9191Nonaka & Toyama 2003, Teigland et al 2010Nonaka & Toyama 2003, Teigland et al 2010
Simulation Avatar
design
Multi-modal
communication
Co-creationArchiving
Immersion
““Clearly if social activity migrates to Clearly if social activity migrates to synthetic worlds, economic activity will go synthetic worlds, economic activity will go
there as well.”there as well.” Castranova, 2006Castranova, 2006
http://www.flickr.com/photos/rodenberger/5085364909/in/pool-popartlab/#/photos/rodenberger/5085364909/in/pool-http://www.flickr.com/photos/rodenberger/5085364909/in/pool-popartlab/#/photos/rodenberger/5085364909/in/pool-1240578@N23/1240578@N23/
•US US $3 bln in virtual good sales 3 bln in virtual good sales in 2009 to grow to US in 2009 to grow to US $12 bln in 12 bln in
20122012•US $222,000 raised at
American Cancer Society Relay in Second Life
•Swedish government granted Swedish government granted bbank license to Mind Bank in
2009
USD 635,000 for an asteroid!USD 635,000 for an asteroid!
http://blogs.forbes.com/oliverchiang/2010/11/13/meet-the-man-who-just-made-a-cool-half-million-from-the-sale-of-
virtual-property/
USD 500,000 profit in 5 yearsUSD 500,000 profit in 5 years-Jon “Neverdie” Jacobs-Jon “Neverdie” Jacobs
The rise of Avapreneurs The rise of Avapreneurs (avatar+entrepreneur)?(avatar+entrepreneur)?
Global marketsGlobal marketsMicropaymentsMicropayments
Microemployees Microemployees
Teigland 2010Teigland 2010
Which professions and industriesWhich professions and industrieswill will notnot be revolutionized? be revolutionized?
9595
From the mobility of goods From the mobility of goods to the mobility of financial capital to … to the mobility of financial capital to …
...the “mobility” of labor?...the “mobility” of labor?Teigland 2010
9797
DNDNAug 20, 1996Aug 20, 1996
What should you think about?What should you think about?How to leverage the power of How to leverage the power of
networks to create value inside and networks to create value inside and outside the boundaries of the firm?outside the boundaries of the firm?
How to let go of control and open up How to let go of control and open up your organization?your organization?
How can you have fun?How can you have fun?
Interested in learning more Interested in learning more about Virtual about Virtual Worlds?Worlds?
Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin [email protected]@hhs.se
www.knowledgenetworking.owww.knowledgenetworking.orgrg
www.slideshare.net/www.slideshare.net/eteiglandeteigland
www.nordicworlds.net www.nordicworlds.net RobinTeiglandRobinTeigland
Photo: Lindholm, Metro
Photo: Nordenskiö
ld
Photo: Lindqvist
If you love knowledge, set it
free…