1. Energizing Change Through Network Leadership Dr. Robin Teigland Stockholm School of Economics [email_address] www.knowledgenetworking.org www.slideshare.net/eteigland 1-

4. Everyone is talking about networks National Innovation Networks Formal Networks Entrepreneurial Networks Ego Networks Regional Networks Infrastructure Networks Social Networks FAS.research Electronic Networks Informal Networks Networks of Practice Networked organization

5. A world of rapidly growing knowledge …. > A person’s lifetime in 18th century One week 2008 Fischbowl 2007

6. … that becomes quickly outdated …. 50% knowledge relevant 50% knowledge outdated First year of technical-based education Third year of education

8. Human capacity cannot keep up… Cohen & Levinthal 1989 Growth Time Information and knowledge Human absorptive capacity

9. 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

14. Swedish hip hop artists Liljeros 2006 ?? Timbuktu

15. Networks of firms Dahlin 2007 Nocom Ericsson Telia Nokia TietoEnator

16. Uncovering networks in an organization Formal organization Teigland et al. 2005 R&D organization Informal organization

17. Individuals within a firm Mattsson 2004 < 1 yr 1-5 yrs 5-10 yrs 10-15 yrs > 15 yrs Time at firm

18. Central connectors within one location Bottleneck  Teigland 1998 Surprise!! Stockholm

19. Boundary spanners between locations Stockholm London Brussels Helsinki Madrid Copenhagen Transferred from Stockholm Teigland 1998 San Francisco

22. Trust & reciprocity are essential for knowledge exchange in networks

23. … and most importantly, management cannot mandate social relationships John Eva Hans Miguel Paul Jan Lars Pia Anna Nils Bill Erik Mike Al Alex

24. Peripheral players between organizations San Francisco Stockholm London Brussels Helsinki Madrid Copenhagen Teigland 1998 Other firms Electronic communities

25. Dual loyalties Loyalty Loyalty Organization Professional network Teigland 2003

26. Increasing job turnover Time Number of jobs in lifetime Estimated time at one organization in Silicon Valley: ~18 months CNET 2000

28. Individuals between business firms SEB Ray-Adams & Sandberg 2000 Interlocking directorates of Sweden’s 110 largest firms, 2000 ??

31. How does informal power arise? Krebs 2004 Node 16 gains informal power, weakening the boss Node 15’s power…

32. How does informal power arise? … and now N16’s informal power is greater than the boss N15’s formal power Krebs 2004

35. Two individuals with the same number of contacts… B A

36. … but with very different access to resources B A

38. 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

39. When you hire someone,… … ..you “hire” his or her network.

40. The strength of weak ties Network A’s knowledge Network D’s knowledge Network B’s knowledge Network C’s knowledge Granovetter 1973

41. Two divisions within Sundlink (Öresund Bridge) Section 1 Section 2 Improved efficiency over time Stagnant performance over time Schenkel & Teigland 2008

42. More social get-togethers and coffee breaks are not the solution

43. “ Managing” networks in your organization Before After Anklam & Welch 2005 1. Uncover networks 2. Analyze networks 3. Improve connectedness

45. Comparing performance across firms Teigland et al 2000

47. Avoid creating insular networks http://www.enronexplorer.com/focus/19185#

48. Organizational response Linear, process-based organization Integrated collaboration networks Sub7 HQ Sub10 Sub9 Sub8 Sub13 Sub11 Sub3 Sub5 Sub4 Sub1 Sub2 Sub6 Sub14 Sub14

52. IBM’s Atlas shows the social network of a topic and how to get to someone Poole 2008

64. Do you know who the informal key opinion makers are in the organization? Teigland 2003 How can you engage these people?

66. Two individuals with the same number of contact but with very different access to resources B A

67. Structural holes Advantages of position in information networks Bill Burt 1992, Baker 2003 Dept 3 Dept 4 Dept 1 Dept 2 Barb

68. 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

71. Diversity can be a source of low performance, but also high performance ! DiStefano 2003

74. How can you turn conflict into creative conflict ? ? Teigland & Ruuska 2009

75. 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

78. Foster trust to build relationships Coleman 2006 Practices and discipline build trust, not who you are in the formal organization

85. PESTEL – Leveraging external pressures for innovation Johnson & Scholes 1997 Political Environmental Technical Legal Social Economic Organization

87. 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

88. Problem solutions - The Goldcorp Challenge

89. Promote 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

90. Develop participation in a variety of networks Strong ties Weak ties Outside organization Inside organization SOCNET

91. Start your own external network Swedish International Business School Alumni Network (SIBSAN) Stanford GSB Alumni Club Nobel Laureates Government Ministers Stanford

92. Go meet someone different or far away Robin and Steve Mahaley from Duke CE in Second Life

94. Operational networks of high performers Higher level networks provide “big picture” information, help with decision making, and access to resources External peer networks provide new ideas for process or product innovations as well as new insights Subordinates provide technical information and expertise Internal peer networks provide brainstorming, advice, and support External and internal clients ensure satisfied and profitable relationships Adapted from Cross, Martin, Weiss 2006, Teigland 2003

95. 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

96. Build relationships before you need them,…. … … while making sure you create value and foster trust.

97. People understand the game We do have certain individuals who …blast out FYI emails…… I think a lot of it is positioning within the organization….. I would say that 99% of those emails/articles are irrelevant…. are deleted. If I find something interesting …… I would send it to relevant people, but I certainly wouldn’t send it to everyone. Whelan, Teigland, & Donnellan 2008 R&D Scientist

98. The positive spiral of social networks tschaut’s photos Contribution Reciprocity Accumulation Value

100. Leading and learning Leadership and learning are indispensable to each other.” - John F. Kennedy Leadership, teaching, and learning are inextricably interlinked. - Jack Welch

102. Thanks and see you in world! Karinda Rhode aka Robin Teigland [email_address] www.knowledgenetworking.org www.slideshare.net/eteigland