Okay, okay – the title is obscure. I’m pretty sure you know what social media is, but the serendipity economy? Flock behavior in communities?
Don’t worry – there’s a connection, and I will explain…
Last week I attended the Enterprise 2.0 conference in Santa Clara, where I managed to catch an amazing session with Daniel W. Rasmus called “The Serendipity Economy“. I found myself compulsively live-tweeting throughout Daniel’s talk. His thesis is essentially that our legacy, industrial-age approach to economics does not fit within our modern knowledge economy framework.
Think of it this way – value in manufacturing is realized the moment a product is created, whereas in a knowledge economy, the presentation I just created has no value until it’s presented. Additionally, because the knowledge economy relies largely on human networks, forecasting much of the value derived is basically impossible (imagine the number of variables. It’s like weather modeling, times a billion!) instead, our challenge is discovering unanticipated value as it happens – and then replicating it (you can download Daniel’s whitepaper here).
Anyway, it was an amazing talk, and one of my biggest takeaways had to do specifically with social media. Daniel rightly noted that there is a huge disruption when you introduce a horizontal technology (i.e. social media) into a traditional vertical structure (i.e. most large organizations), particularly as it relates to adoption. Social, ideally, needs to get to the point of being as widely used as, say, the phone or the PC. Problem? It’s much more skills-based, much more complex and we also don’t have years to roll it out.
So, what’s an organization to do?
In a conversation with a client the very next day, I mentioned Daniel’s presentation, and as we discussed adoption of social media and the very real challenges with integrating horizontal technologies into vertical organizations (so well put!). I was suddenly reminded of something I read in both the MIT Technology Review Physics arXiv Blog and Fast Company, and subsequently did a presentation on in late 2009. My presentation was called “Disrupting Traditional Leadership: Flock Behavior in Communities” and it explored research that showed it was possible for a very small number of leaders to move very large entities, if only you have the right criteria in place:
- Distribution: The leaders must be distributed throughout the organization in a fairly consistent way in order to touch the maximum number of individuals. Their own networks must not leave any significant pockets untouched by their mission, vision or goals.
- Allegiance: The people in the leaders’ networks must be absolutely loyal. That means the leader must be persuasive, and when he or she moves, their network moves with them, as do the networks surrounding their network… you get the idea.
- Communication: To get everyone to move at the same time and in the right direction, messaging about the mission and the action to be taken must be communicated to all leaders and then to the loyal members of their networks quickly, efficiently and consistently.
Interesting model, which raised all kinds of questions for me, including whether it could be deployed to achieve significant change in unexpected places… like large, vertical organizations, who are deeply challenged by quick-moving, disruptive change.
I’m really excited about the continuing challenges presented to us as we help our more progressive clients fully integrate social into what they do. The adoption discussion is a priority for 2012, and our team will be actively exploring new models in an effort to help make our partners more nimble, flexible and just better at leveraging social media. Would love to hear your thoughts!
On Twitter, Daniel Rasmus has since pointed out that this post, the unanticipated value derived from my seeing his session combined with my own research, is a perfect example of the Serendipity Economy…!
“Daniel rightly noted that there is a huge disruption when you introduce a horizontal technology (i.e. social media) into a traditional vertical structure (i.e. most large organizations), particularly as it relates to adoption.”
I agree. I’ve recently been leading a flexible working pilot using quite a complex mix of social collaboration tools (from Cisco) and found that some of them promote and re-inforce vertical collaboration (e.g. WebEx video conferencing, where it’s still the same folks talking to each other) and others promote horizontal collaboration (e.g. Quad which is like Facebook, Youtube, Twitter and Skype in one platform). Despite the challenges you describe Cisco have seen the fastest and deepest adoption of its technology ever. We took a very different approach to adoption by finding all our super connectors – people you don’t have to sell to – people who get it. Surprisingly it doesn’t take that many people to change the way a company works.
Simply well put! We experience this chaos (accepting horizontal technology into a traditional vertical structure.This combination of Daniel’s research and Maggie Fox’s insight and understanding provides clarity for me to move in a positive direction towards deep adoption in Social Media.Thx!