Victoria Axelrod (my 21stCenturyOrganization blogging colleague) and I are on deadline for Effective Executive, an India based business magazine published by ICFAI University Press. Working title of our piece is:
Open Net-Working Organizations - Co-generating Knowledge and Innovation
Our article explores themes we've blogged about here over the past 2 years, research for two recent Inside Knowledge Magazine articles ("Broadcasting Innovation: Organising to Connect Intelligence" and "Prediction Markets: Co-creating the Organisation", my Enterprise 2.0 Summit Hanover presentation, and our forthcoming Social Capital: Glue for Sustainability Workshop, May 5 in Las Vegas, following the Community 2.0 Conference. (As Victoria previously wrote please use code SPKRM2005 for a friends 20% discount if you can join us.)
We like to practice what we advocate so as our article is about open, networked, working we're sharing our article outline here and inviting fresh perspectives and contributions of interesting sources. Our article focus reflects we are contributing to a special Effecutive Executive Knowledge Management edition.
"In a March 2007 "Long Live KM" online discussion through the AOK Group, Robert Buckman (described by Infoworld as "KM's father figure") wrote:
"Jerry, thank you for the kind words, but I never did try and manage knowledge. What I really tried to manage and nurture was a culture that would encourage and expand the flow of knowledge. It was because economic value could only be obtained in our environment when knowledge moved across the organization in response to a need."
~ Bob Buckman, March 6, 2007 AOK Yahoo Group Post
Two decades since Buckman's pioneering work to encourage and expand knowledge flow and innovation, taking a network view of organizations and using the tools of Organizational Network Analysis (ONA) facilitates creating open, collaborative organizational cultures. More importantly, an intentional open net-working approach aids understanding how "social capital value" is created in organizations through dynamic interactions and relationships between all of an organization's participants and stakeholders. Examples from our research and experience of organizations using new open network models to promote knowledge sharing, innovation and value creation are included.
While we will revisit open working models investigated in our Inside Knowledge articles:
- Qualcomm's Venture Fest using prediction markets
- The Bordeaux Energy Colloquium, a Think Tank Network,
- Executive to Executive Marketing Networks as implemented at Avaya
- Procter and Gamble's "Connect and Develop" and innovation marketplaces like Innocentive
we're also exploring approaches including:
- IBM's use of open network initiatives including sharing research with partners and clients. (Thanks to John Maloney for this paper find.)
- The innnovative and business critical collaborative knowledge sharing initiatives presented at the Enterprise 2.0 Summit, Hanover.
In writing about open network approaches we're alert to investigating when such models appear not to work effectively. Hence we're striving to understand what caused Boeing's decentralized 787 supply chain to become a critical factor in the company's high profile and costly aircraft delivery delays.
Yesterday discovering Robin Teigland's presentation on Slideshare, (displayed as a "Related Slideshow" to my Hanover presentation), I was reminded of the potential value that can be created through openness in knowledge sharing. This is especially so when you intentionally start by "looking around" as John Seely Brown and Paul Duguid encouraged in "The Social Life of Information", 2000.
Hence this blog post sharing our article themes and ideas. Any and all reactions to our focus and examples, insights into Boeing's supply chain issues, and or fresh insights and interesting open net-working business models are welcomed and appreciated.
~ Jenny Ambrozek