Event Theme
Net Works to Net Worth?
Realizing the Value of Social Networks
Agenda
Phrases like the “hidden value of social networks,” "none
of us is as smart as all of us" and “the wisdom of crowds,” are
becoming everyday language. People talk about connectors, mavens,
brokers, tipping points and networked communities. Notions of
complexity, diffusion and emergence are fast approaching as
everyday business vernacular.
The reason for all this talk concerns the properties of
social networks. This includes the methods and tools for their analysis
and use. The business advantages of these social network conversations are
fundamental improvements in organizational performance, knowledge
management, productivity, value, growth and innovation. These are really
good things, arriving from the committed work of researchers and
practitioners – many of whom have participated in the ongoing KM Cluster®
conversations.
However, are we taking for granted that everyone really
understands the value that networks bring to organizations? What
assumptions are we making about the impact on the bottom line? Should we
think about changing the hierarchical organizational models to fluid,
networked models.? Has the ability to analyze outpaced the understanding of
the circumstances under which networks really are good, and the
understanding of the work required to make them so?
Over the past several years, networks have been growing in
Boston, across the country and around the world. Many of which may see
themselves as a laboratory for its members, a place to inquire about the
nature of networks in organizations and in the world. People in these
networks ask questions such as: How do you create and sustain a network? How
is a network different or similar to community? What are the properties of
different types of network? Can networks that are leaderless really produce
value? What does networked leadership mean, anyhow? How do you build trust
in networks? How do you make the business case for operating some aspect of
your business using networks?
The action/research theme for the Fall 2004 New England KM Cluster
examines these questions from the viewpoints of worth and work. What is a
network worth? What work is required to make it successful?
We start with the premise that networks are valuable.
In addition, we accept there are many business people who are not yet
convinced that altering organizational models to account for networks is the
right thing to do.
The KM Cluster agendum leaders are creating and nourishing
networks for companies today. They have answered many of the questions of
network leadership and fiduciary responsibility. Above all, they will share
positive examples of the experiences from organizations and individuals who
sharply increase worth from working in networks. What they have learned and
are learning provides a starting point and ongoing axis for another node in
the KM Cluster constellation -- itself a large action/research network.
All are invited to this social networks conversation. In particular,
business leaders, managers, directors of R&D, manufacturing, HR,
marketing/sales, service/support, will gain substantial benefits.
Practitioners, researchers and consultants in social networks, innovation,
strategy, communities, knowledge management, organizational design – who are
interested in honing their skills in the design and nurturing of networks
are invited. Through expanding the density of connections of your
action/research community you 'do by learning, and learn by doing.'
Participation leads a virtuous cycle that improves the conductivity of your
own network and will dramatically increase your personal mastery in
realizing the value of social networks.
New England
Net Works
to Net Worth:
Realizing the Value from Social Networks
The Harvard Club
Friday, October 15, 2004
8:00am - 5:00PM
Agenda
