With a description like that, surely we’re not the only people getting excited.

In the past, we have written extensively on not only social software/technologies, but we’ve also spent a good deal of time discussing the people, networks and culture that make those technologies successful (here, here and here are a few examples).

Which is why a few months back, a blog post from Assetmap on Social Capital caught our eye.  The author of the post uses Silicon Valley legend Ron Conway to make the case that Social Capital (more so than financial capital) has been the hallmark of his investing success.   The author contends that start-ups seek out Conway not for his financial clout, but for the wealth of intellectual resources he is networked into.

As we do with any good blog, we dug deeper in the posts, and sure enough we found another gem.  This time, the blog post offered a great insight into the new debate around “Interest Networks vs. Social Networks.”

The more material we read from Assetmap, the more we think these guys really “get it.”

But, we won’t use up this whole post to review Assetmap blog post or speculate about their product.  Instead, we’re hoping to build some social capital for Orbital RPM, our readers, and our clients by directing them to one of the newest thought leaders in the social software space.  Assetmap – an up and comer to keep your eye on.

But beyond that, two very valuable bi-products of data visualization as they relate communities and communication, is the ability to illustrate the “missing data” and contextualize the information.

In 1901, early visualization of international communication had begun.  While these initial visualizations are certainly primitive, ultimately they prove valuable in illustrating bottlenecks in communications, key stakeholders in the networks and opportunities to improve and expand international communication (ie: missing data points).

Some 100 or so years later, Facebook recently provided a visualization of their network connections, as it relates to their growing user base of 500 million individuals.  As the map illustrates, international communication has improved dramatically, and in a very correlative way, so has technological innovation.

As the tools that enable one to one, as well as one to many communication evolve and break down “knowledge silos” it’s no wonder that the world wide adoption of these services have progressed so rapidly.  Consumers are hungry for knowledge, and eager to leverage the communication channels which allow them to tap into these knowledge reserves.

As these technologies have progressed,  they have fundamentally changed how people discover and disseminate knowledge; two components which are foundational to innovation and resourcefulness, regardless of industry or vertical.

But what is really to be drawn from this phenomenon isn’t the ability of “knowledge brokers” to communicate with one another, but in their new found ability to “visualize” where their resources lie and what connections they must tap into to access the information in need.

Internal Communications:

The inherent nimbleness of the consumer allows them to more quickly break down knowledge silos, reinvent their communication mediums, and create industries of innovation at amazing speeds.  The speed and magnitude of these innovations have left many businesses asking themselves “how can we do this too?”

But in order to answer this question, businesses must first ask themselves and understand “What tools, resources and knowledge do we currently have available to us?”

The graphic above illustrates a Social Network Analysis (SNA) of a company with teams working in five international locations.  In order for the teams to distribute information across the organization and promote innovation, they must first utilize this visualization of their organization to ask themselves a series of questions:

1 – How is information currently shared across networks?

2 – Who are the “knowledge brokers” in these networks?

3 – Where (and why) do “information bottlenecks” exist?

4 – What expertise exists in each isolated network?

5 – What tools can we implement to promote communication and knowledge sharing across networks?

6 – What does the ideal SNA look like for our organization, in order to fulfill our needs in innovation, collaboration, etc.?

As with many challenges posed to businesses, the first step is gaining a clear understanding of where one is starting from.  A visual analysis of an organization’s communication map allows them to tap into the “dark matter” necessary to leverage their employees’ knowledge, company resources and collaboration tools to their greatest potential.

This globally dispersed organization is aiming to leverage the collective intelligence of its workforce around the world and is working with Orbital RPM to develop and implement a collaboration strategy.

Elements of this strategy include social network analysis, collaboration software review and configuration, roadmap development and more.

There’s a lot of talk going on these days about how businesses need to embrace their social nature and intangible elements in order to compete [see Enterprise 2.0, Social Business Design, etc.]. The reason being that very few businesses produce anything tangible and even those that do still rely on a complex web of relationships, ideas, insight, brand, collaboration and leadership in order to do it.

This evolving understanding of the business landscape reminds me of man’s understanding of a different scape >>> space.

Until recently it was believed that our Universe of visible stuff [planets, stars, comets, gas, etc.] would continue expanding for a bit and then begin to recede. But the data didn’t agree. The expansion of the universe was actually found to be accelerating at a rate that means it will continue to expand eternally.

What’s behind this mystery? Dark matter and dark energy. Their presence is required in order to explain the behavior of the objects in space that we can see. The same is true for the networks and intangibles in organizations.

Dark matter is described as being “undetectable by its emitted radiation, but whose presence can be inferred by gravitational effects on visible matter.” Sounds like office politics to me.

Seriously, though, dark matter and dark energy are true forces with which to be reckoned. Estimates are that they make up about 95% of the known universe as the chart here shows.

Scientists were recently able to visualize these forms of matter and energy through what I’m sure is some pretty basic math [not]. What they produced was both eye-opening and jaw-dropping. It shows what was previously invisible and is allowing them to better understand it and its effect on us.

The picture here shows a lonely Hubble [to the lower left] as it peers out into the distance and sees massive clusters of galaxies [the bright spots in the image] surrounded by enormous globs of dark matter.

The ability to see these formations as well as analyze the data that comprise them allows scientists to better understand how the Universe works and how our role in it can be affected.

Until recently most organizations focused just on visible things [products, materials, warehouses, property, etc.] in order to operate and compete. The problem was that only focusing on tangible things left out the major driving forces of business today [i.e. relationships, ideas, knowledge, brand, etc.].

And just as scientists needed to be able to *see* dark matter and dark energy in order to measure and understand it, we too need ways of visualizing the critical elements of organizational performance in order to affect it in the new business landscape. Enter Organizational Network Analysis and Value Network Analysis - two tools designed to see how organizations really operate today.

An Organizational (aka Social) Network Analysis reveals the social fabric of an organizations and, depending on the question asked, can show us who people go to for information, which geographic locations that may be out of the loop, where holes may develop as a result of succession planning, and countless other scenarios.

The image here is the actual output from one of our clients with global operations. Dots=people; lines=information flow. Just knowing that you can see that there is no information flowing from site to site – it all comes through corporate. Not being able to see this as well as analyze the data behind it wouldn’t allows us to create and execute on a strategy to save money, reduce rework, increase innovation, etc.

A Value Network Analysis shows us how work really gets done from more of a process perspective. The key differentiator is that a VNA includes both the tangible [i.e. reports, deliverables, communications] as well as intangible [i.e. credibility, confidence, brand, etc.] elements that are required for success in business today.

The image here is another real example from a global client. There were several departments at headquarters whose collective objective was to support the activities of various global sites but they had never been able to visualize how their activities were affecting the sites. The VNA revealed that despite their best intentions, the sites [the oval on far left; mid-way up vertically] were not receiving the intended support and allowed us to create a strategy that coordinated and focused these activities into a process that reduced workload and better supported stakeholders in the field.

The topics of Social Media, Social Networking, Enterprise 2.0, etc. are all the buzz these days. There’s even a raging debate on whether to include the word ‘social’ [my opinion is that 'intangibles' is more inclusive/accurate than social but not nearly as sexy]. Scratch the surface, though, and much of these discussions revolve around technology. I’m the first to admit that there are some pretty slick tech offerings out there to help organizations operate in this new landscape but to implement them correctly there must be a comprehensive understanding of the whole environment.

So just as scientists have leveraged Hubble and some wicked math to learn about how our Universe is structured and therefore how we can play in it, businesses must have a deep understanding of their culture, ecosystem, processes, people, etc. before launching any of these social [intangible] initiatives. So…what does your organization really look like? Can you illustrate the invisible forces that are truly determining your path?

Most People: What is it that you do again?

Me: I help companies operate and compete in a knowledge-based economy.

Most People: Huh?

Me: I work with companies on their learning,development, knowledge management, innovation, marketing, HR and other processes to help them do business now – which is much different than how businesses have ever operated in the past.

Most People: [blank stare]

Me: I’m a consultant.

Most People: Oh…I know what they do.

Although the above is exaggerated I’m not naive enough to think that the label ‘Social Business Design’ will cause the conversation to be too much different than it is now – but I strongly applaud the team at Dachis Group for coining the term and providing a rallying cry for a whole industry [software suites, authors, consultants, etc.] of folks that will contribute to transforming organizations for a landscape that has no boundaries and relies on relationships, ideas, conversations, knowledge and all things intangible.

Social Business Design may become the next buzzword but I think it’s a simple yet eloquent and descriptive term for the results required to compete in a knowledge-based economy.  So much so that we’re incorporating it in our communication about Orbital RPM’s offerings.

And while I lend credit to Dachis Group and Altimeter Group for energizing this arena I also thank and credit the following fields for their work in what I feel provides the foundation for a transformation to operating socially [representative honorees shown in brackets - there are way too many to list]:

• Social Network Analysis [i.e. Rob Cross/Cross Networks Analytics, Valdis Krebs]
• Value Network Analysis [i.e. Verna Allee, Value Networks and team]
• Systems Thinking [i.e. Peter Senge/Pegasus Communications, iSee]
• Industrial/Organizational Psychology [i.e. Kurt Kraiger]
• Organizational Design [i.e. Peter Drucker]
• Scenario Planning [i.e. Art Kleiner]
• Organizational Learning/Knowledge Management [i.e. Etienne Wenger, John Seely Brown, Jay Cross]
• Leadership Development [i.e. Reg Revans, Steve Kerr, Michael Marquadt]
• Workspace Design [i.e. Frank Becker, Charlie Grantham, Jim Ware, Camille Venezia]
• Innovation [Peter Skarzynski, Rowan Gibson, Clayton Christensen]
• Social Marketing [i.e. Charlene Li, Peter Kim]
• Social Software developers/vendors

Combining insights from these [and other] fields brings a comprehensive solution to organizations wanting to become social businesses.  The timing is right to combine the best of what’s new [i.e. web 2.0 & social marketing] with age old approaches [i.e. communities & action learning] that will help with this transformation.

This is what we’ve been doing for the last 5 years.  Now we have a name for it.

CLO Media posted a recent executive briefing where they provide four things that CEOs and Chief Learning Officers [CLOs] should be considering when operating their business.  I agree with the categories listed in the article but they are quite high level (it is a ‘briefing’ for a reason I suppose) and allow the reader to determine how each would be executed.

For a CEO or CLO that is planning to ramp up efforts in these areas it provides an opportunity to do things a bit more progressively in implementation – examples provided as they relate to the four CLO suggestions…

1. Develop strategically with purpose: one of the snippets from this section is “have a clear definition of a desired future” – in today’s rapidly changing world it’s difficult to have a static vision of a future that will be the basis for processes and decisions implemented now; utilizing the process of scenario planning is a way to identify multiple futures (scenarios) and then determine the common denominators threaded throughout.  These common elements can then be used by the CLO to begin looking at high-level competencies that would be valuable regardless of which future the organization ends up living.
2. Focus on core competencies first: I would describe core competencies as those that will not be changing in the foreseeable future.  Competency development initiatives are often centered around the current state of the organization, market, product portfolio, etc.  All of those factors (plus many others) can change quickly and having competencies that will prevail through all conditions are what I would truly consider ‘core.’  Referring back to #1, scenario planning is a great way to plan for the competencies that will be crucial in many different settings.
3. Target opportunities intentionally instead of reacting to problems: reacting to problems often results in Band-Aid solutions that may mask symptoms for a few days, weeks or even years before they come back to haunt the original target or manifest themselves in a new way in a different part of the organization.  [A classic example is a company with lagging sales that launches a large price cut promotion and due to the diminished revenue from the price cut is unable to meet the demand generated by the promotion and now faces quality and customer service issues.]  An effective and progressive way of addressing this is by viewing the organization as a system – an interdependent collection of pieces where action in one area will result in consequences [good or bad] in another.  This approach is known as systems thinking and has yielded impressive results for organizations around the world – utilizing it provides a way to identify opportunities to tweak operations and model potential outcomes that would otherwise be left to chance.
4. Embrace change: harnessing incremental change and having a progressive approach to change management are certainly crucial but often challenging.  People are often creatures of habit and start to like that with which they become familiar.  So changing that can be difficult.  Utilizing a social network analysis is a powerful tool that provides an organizational x-ray showing how information is transferred around the network that comprises an organization.  Information from a network analysis can be used to identify people in the organization that are sought out most often – the influencers.  Utilizing these individuals in change management results in a much more targeted effort to managing change than the traditional shotgun approach.

As I mentioned above, the tenets offered in the original briefing by CLO Media are valid ones and their high-level descriptions leave the interpretation of implementation to the reader.  Each of the topics listed offers an opportunity to do something a little more progressive and effective than the norm, to embrace our transition to a knowledge society teeming with fluid, dynamic learning organizations in which tools and tactics from yesteryear will be rendered obsolete.

It’s our combined thoughts that bring us great things.

What a great quote, eh?

This came straight from my wife after a couple years of explaining to her what I do for a living.  After all the talk of wikis, social networking, collective intelligence, blogs, knowledge management, Web 2.0, etc. it was her that boiled it down to that statement.

Being so mired in the world of next-generation learning and development I am accustomed to, and comfortable with, the buzzwords of the trade but it’s sometimes difficult to translate the purpose and benefit of all of these funny sounding things to someone that has little insight into this world.

And her statement summed up quite a bit of it.  So much so that when she said it I sat up straight and wrote it down on a bar napkin [a relic of pre-Web 2.0 for any Gen Nexters that may be reading].

The more I thought about it this really encompasses the theory driving this revolution in how people learn, collaborate, innovate, communicate, etc. and the buzzwords are really just the ‘how.’  Communities of practice, social network analysis, rapid elearning, knowledge management and many others are just methods to accomplish the purpose of my wife’s synopsis – harnessing the power of people connected.

As with many other examples, it takes an outsider’s lens to shed a light of clarity on a topic that can become quite complex when left to the experts.

Then someone came along and proposed that perhaps nature and nurture each had a part in developing the whole person. This argument was of course called ‘nature/nurture.’

My reaction to this revelation? Duh.

Of course our genes shape who we are. Of course our experiences do too. The warring camps seemed too extreme and too black and white for me. It was clear that some interaction of how we are nurtured built upon how we are naturally resulted in what we become when we grow up.

I felt the same when reading the recent article in Fast Company, Is the Tipping Point Toast?

The author profiles Duncan Watts and his research that theorizes that the Influentials from Malcolm Gladwell’s The Tipping Point are a misnomer. Watts suggests that trends ebb and flow more as a factor of the population’s readiness for them as opposed to the people that started them.

I think Watts makes interesting points and that they’re right some of the time. Am I to believe, though, that a popular blogger with a solid reputation for cogent insight is just as likely to stir up interest about something as someone that’s a known spammer? Tough to swallow…

In our work with clients we often start projects with a social network analysis. This dandy piece of software spits out network maps that provide us an x-ray into how information flows through an organization. We can clearly see the people within organizations that are sought out the most often. And they’re not random.

Individuals can become go-to/influential people due to their personality, insight, access or any number of other variables. It’s helpful to identify these individuals and utilize them in a new twist on change management [where influentials are selected to help with communication rather than the shotgun approach of most change initiatives] or knowledge transfer [where knowledge is downloaded from influentials prior to them being transfered or retiring and leaving a knowledge void in the network]. And it’s always been a foundational element in building a thriving learning community/community of practice [CoP].

So while there are elements of a given population having to be ready to accept a trend, there are also certainly factors emanating from different people that will affect the reach and rate of a trend that they [willingly or otherwise] attempt to start. Similar to the nature/nurture debate, there are elements from both sides that come into play when looking at the final outcome.

“What is the scope of our responsibility as learning professionals?”

More compelling than the question, though, was some of the fodder and follow-up questions that Tony Karrer shared in the post.

• …a Chief Learning Officer panel discussion where it seemed that supporting informal learning or communities of practice was not something they were considering. 
• Do educational institutions and corporate learning and development departments have responsibility for supporting Long Tail Learning? 
• Do they have responsibility for learning beyond what can be delivered through instruction?

It shocked me to hear about the CLO panel discussion. With the overwhelming research out there confirming that today’s workforce is getting more and more of the information they need to do their job through informal means it’s difficult to understand why CLOs would resist supporting communities of practice or broader informal learning.

I feel that learning professionals should support learning. Period. Whatever form(s) of learning that are most beneficial to the workforce (as well as appropriate members of the value-chain) are the ones that should be pursued. There may be some organizations where communities of practice and/or informal learning don’t make sense as part of the learning portfolio but they should at least be considered.

As we move further away from our industrial society and further into our information society it’s my belief that a big part of learning initiatives will be providing easy access to information rather than supplying more information. The advent of Web 2.0 tools arrived at a great time for the renewed interest in communities of practice and I’m sure there is a symbiotic relationship between the two. It’s not about the technology though…it’s about the possibilities that now exist for what knowledge workers can do with the information they need. Now they can be part of creating and shaping the information they need rather than just recipients of content they are prescribed.

This combined with social network analyses and careful crafting of learning communities results in a sophisticated and dynamic learning strategy that happens to mesh well with the dynamic roles of many people in organizations today. It’s becoming increasingly difficult (if not impossible) to fit everything that someone needs to know into a course of any kind. Execution of strategy is or should be changing rather frequently as markets, customers, etc. fluctuate and the traditional forms of training won’t work as the sole solution for the workforce in these organizations. To ignore this is dangerous.

In an age where formal content is often ‘obsolete upon receipt’ it’s my belief that learning professionals will need to widen their scope in terms of what they will consider using as part of their learning portfolio. As with other investments in complex markets, it often pays to be diversified and to focus on areas where you’ll get the greatest return. Discounting new methods for supporting knowledge workers is akin to keeping all of your savings in CDs, bonds or treasury bills…you’re sure to get a little return but you’re not leveraging all of the opportunities out there; some of which may be better suited to your situation and therefore more likely to get you a better return.

What typically happens when someone has a question about how something works in an organization?  Most people don’t wait for the next scheduled training class.  They ask someone they think will have the answer.

80% of learning is informal.  Information travels through the unofficial channels of an organization where people go to access and absorb it.  Orbital RPM’s Social Network Analysis uncovers these channels so that they can be supported and maintained.  Our detailed process and output highlight natural starting points for where to allocate resources that will have the best chances of starting or sustaining a thriving knowledge network.

Providing a view of where people go for answers reveals the critical personnel in organizations regardless of their title.  An administrative assistant may turn out to be the crucial link between two dispersed departments.  A junior researcher may be keeping multiple divisions informed about the latest developments on a project for which all of the divisions are accountable.

Orbital RPM’s Social Network Analysis helps our clients discover how information flows through their organization and how to support the healthiest and most productive routes.