Disciplined Collaboration: Nimble Networks

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Disciplined CollaborationNimble Networks

• Prof. Morten Hansen
• MIIC October 1, 2009

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Disciplined Collaboration
ECONOMIC OPPORTUNITY
How much valueand wherefrom collaboration?
BARRIERS TO COLLABORATION
Find them, tear them down
MANAGEMENT LEVERS
Tailor solutions to specific barriers, and
dont overdo
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Four barriers to collaboration
3. Search Cannot find good help
1. Not-invented here Do not want to reach out
4. Transfer Cannot work together wrong
chemistry
2. Hoarding Do not want to help
Ability
Motivation
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Example Large high-tech company
Good
Bad
137
72
184
169
N107 companies. How to Build Collaborative
Advantage. SMR, 2004
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MANAGEMENT LEVERS
Tailor solutions to specific barriers, and
dont overdo
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Tailor Unification, People and Connection Levers
Unification Lever
Connection Lever
People Lever

• Big Common Goal
• Teamwork Value
• Language

• T-shaped leaders
• Selecting
• promotion, recruiting
• Development

• Internal Networks
• External Networks
• Knowledge
• Management

? Not-invented-here
? Not-invented-here
? Search
? Hoarding
? Hoarding
? Transfer
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Some network concepts

• Ego-centric vs. Complete networks
• Dichotomous, asymmetric networks
• Nodal/dyadic attributes vs. network structure
• Individual vs. cross-unit networks

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Good networks get you two things
Identify Capture Opportunities
Value
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Networks especially good for lowering search and
transfer barriers
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• 1. Build your network outward, not inward
• Build a sizeable network outside of you own
• unit and country

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Combating tendency to look inward
The Islander Life is good on our island, why talk
to people elsewhere?
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Country-to-countryLots of communication within
each
1avg. no interaction, 6avg. daily interaction.
N152
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and between a few, especially to Uk (red hot)
1avg. no interaction, 6avg. daily interaction.
N152
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but many country-to-country links with low or
no interactions (cold blue)
1avg. no interaction, 6avg. daily interaction.
N152
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Meaning All roads lead to Uk- A centralized,
not a distributed, network
Thick line strong ties thin line weak ties
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A distributed network would have many more links
across all countries
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• 2. Build Network Diversity, not Size
• Build to different kinds of units, knowledge,
• demographics (gender, nationality, age.),
• professions, life styles, interests.
• - Many contacts to similar people less value

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Do you know who this is?
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Diversity Different kinds of technologies
accessed through network
Melbourne
Santa Rosa, CA
Edinborough
New Jersey
Note data altered slightly to disguise
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Diversity Different kinds of technologies
accessed through network
Melbourne
Santa Rosa, CA
Edinborough
New Jersey
5 technologies accessed Optics Distrib
measurement Real-time software IC design Fault
diagnostics
Note data altered slightly to disguise
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Two divisions with same no. links- But
Edmontons more diverse access
Edmonton, Canada
Telecom Test Business Unit, Melbourne
Santa Rosa, CA
Col. Springs
Palo Alto, CA
San Jose, CA
New Jersey
Spokane, Wa
5 technologies accessed Optics Distrib
measurement Real-time software IC design Fault
diagnostics
11 technologies accessed Optics Distrib
measurement Real-time software IC design Fault
diagnostics
Ditg sig proc Quartz resonance Anal. Sign
proc Test syst archic. High-speed digtl. RF
measurmnt.
Few links, few technologies
Few links, many technologies
Note data altered slightly to disguise
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Diversity in your network survey
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• 3. Build weak ties, not strong
• Weak ties infrequent contacts, less close
• Weak ties provide access to new knowledge
• and help search in large companies
• - Not part of cliques that circulate old news

Strong ties (weekly, Work closely)
Weak ties (once a month or less, acquaintance)
Too weak (once a year or less, Dont really know)
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Weak ties help you search better
Search time lower for teams with weak ties
Source Study of 121 project teams and their
cross-business networks in Hewlett-Pachard.
Hansen, Lovaas, and Mors, Academy of Management
Journal, 2003.
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• 4. Use Bridges, dont go it alone
• Networks run on intermediaries or bridges
• - people who help others connect
• A good number of bridges needed
• - Needs to be cultivated, known and used

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Lets Play the Kevin Bacon GameWho links Kevin
Bacon and Hugh Grant?
Connection Lever
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Bridges build small worlds
Connection Lever
Why dont you call Charlie, he knows
A small-world a 2-step chain
I need to talk to someone about transfer
pricing. Do you know someone?
Charlie, The Expert
Connector
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Bridges in a companys network- Example
Sales Success Group
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Bridges in a companys network- Example
Sales Success Group
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Bridges in companys network- Example
Sales Success Group
Web traffic (advertising)
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Bridges in a companys network- Example
Sales Success Group
Web traffic (advertising)
Newspaper Online (21 people Advertising project
(28 people) Strategy online adv. (36 people)
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Bridges are vital, yet often overlooked
Connection Lever

• Who makes a good bridge?
• Broad and diverse network
• Across countries, areas, groupings in the company
• Long-tenure (middle managers often)
• Worked in many different places in the company
• One deep skill area, but many other superficial
  knowledge areas
• Plays the role informally takes 10 of his/her
  time

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Last two rules good for capturing value
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5. In difficult network situations, need to
influence other party (swarming) so that they
will help out it is not automatic
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Swarm the target

• Influence tactics what can you do?
• Common Link. Enlist people you both know.
• Common good. Appeal to the common good in
  Schibsted
• (one company)
• Reciprocity. You help me now, I help you
  later.
• Threaten. Help me, or else.
• Escalate. Ask your boss to talk to his boss

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• 6. Switch from weak to strong ties in tough
• project situations
• You need strong ties (frequent and close) for
• working together on complicated things
• - Invest in team-building ahead of time

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Setting cross-unit teams up to fail
Complicated Work
Strangers


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Complicated work tacit knowledge

• "A Béarnaise sauce is simply an egg yolk, a
  shallot, a little tarragon vinegar, and butter,
  but it takes years of practice for the result to
  be perfect."

Fernand Point, often considered the father of
modern French cuisine
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A common frame people with strong ties know how
to work well together
Muhammad Ali and Angelo Dundee - Deep
understanding and relationship If he wanted Ali
to jab, he wouldnt tell him to jab he knew the
boxers ego wouldnt allow it. I made him feel
like he innovated it. If I was the guy that gave
him directions, Hed say, Hey, whos that
midget to tell me what to do? No I never gave
him a direct order.
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Solution Re-engineer strong tie
Different objectives
Create strong tie
Complicated Work


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Summary 6 factors to build a nimble yet
effective network

• Effective Identify Opportunities
  X Capture Value
• Network 1. Built outward 5. Swarming
  targets
• 2. Diverse network 6. Switching to strong
  ties
• 3. Many weak ties
• 4. Many Bridges