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jerryking : network_power   6

Where Value Lives in a Networked World
Mohanbir SawhneyDeval Parikh
FROM THE JANUARY 2001 ISSUE

In recent years, it seems as though the only constant in business has been upheaval...Business has become so complex that trying to predict what lies ahead is futile. Plotting strategy is a fool’s game. The best you can do is become as flexible and hope you’ll be able to ride out the disruption.
There’s some truth in that view…..We have studied the upheavals and concluded that many of them have a common root--the nature of intelligence in networks. The digitization of information, combined with advances in computing and communications, has fundamentally changed how all networks operate, human as well as technological, and that change is having profound consequences for the way work is done and value is created throughout the economy. Network intelligence is the Rosetta Stone. Being able to decipher it will shape the future of business.

Four Strategies for Profiting from Intelligence Migration

Arbitrage.
Because intelligence can be located anywhere on a network, there are often opportunities for moving particular types of intelligence to new regions or countries where the cost of maintaining the intelligence is lower. Such an arbitrage strategy is particularly useful for people-intensive services that can be delivered over a network, because labor costs tend to vary dramatically across geographies.

Aggregation.
As intelligence decouples, companies have the opportunity to combine formerly isolated pools of dedicated infrastructure intelligence into a large pool of shared infrastructure that can be provided over a network.

Rewiring.
The mobilization of intelligence allows organizations to more tightly coordinate processes with many participants. In essence, this strategy involves creating an information network that all participants connect to and establishing an information exchange standard that allows them to communicate.

Reassembly.
Another new kind of intermediary creates value by aggregating, reorganizing, and configuring disparate pieces of intelligence into coherent, personalized packages for customers.
arbitrage  centralization  collective_intelligence  decentralization  digitalization  disruption  flexibility  HBR  networks  network_power  resilience  taxonomy  turbulence  turmoil  uncertainty  value_creation 
november 2015 by jerryking
The new game | The Economist
Oct 17th 2015 |

America still has resources other powers lack. Foremost is its web of alliances, including NATO. Whereas Mr Obama sometimes behaves as if alliances are transactional, they need solid foundations. America’s military power is unmatched, but it is hindered by pork-barrel politics and automatic cuts mandated by Congress. These spring from the biggest brake on American leadership: dysfunctional politics in Washington. That is not just a poor advertisement for democracy; it also stymies America’s interest. In the new game it is something that the United States—and the world—can ill afford.
Asia_Pacific  China  gridlocked_politics  indispensable  influence  international_system  NATO  networks  network_density  network_power  political_power  Obama  Russia  South_China_Sea  strategic_alliances  superpowers  Syria  transactional_relationships  U.S.foreign_policy  politics  Vladimir_Putin 
october 2015 by jerryking
The Weekend Interview: Job Hunting in the Network Age - WSJ
By ANDY KESSLER
July 18, 2014 | WSJ |

Reid Hoffman has a theory on what makes ventures work: understanding that information is no longer isolated but instantly connected to everything else. Call it the move from the information age to the network age. Mr. Hoffman thinks that the transformation is just getting started and will take out anyone who stands in the way.

But what is a network? It's an identity, he explains, and how that identity interacts with others through communications and transactions. It's not just online, on Facebook and Twitter, but everywhere. It is the sum of those communications, conversations and interactions.

"Your identity is now constituted by the network," he says. "You are your friends, you are your tribe, you are your interactions with your colleagues, your customers, even your competitors. All those things come to form what your reputation is." In short, you are no longer the only one in control of your résumé...Mr. Hoffman had his own idea for a personal information managers (PIM) concept, but raising money proved tough. He got his first taste of venture capitalists in 1994 when he tried to find funding: "You probably should go learn how to launch software," potential investors told him.

So Mr. Hoffman joined Apple......Mr. Hoffman thinks that corporations still haven't figured out how to use LinkedIn and other platforms to their advantage. "All companies are being affected by globalization. All companies are being affected by technology disruption. Which means the innovation and adaptation cycles are getting shorter and shorter." How do you make your company more adaptive? "The answer is you need adaptive people working for you. It's much better for the company and much better for the employees—it accomplishes a network effect,"

Finding these adaptive employees is one thing, keeping them is another. LinkedIn forces companies to work at that.
accelerated_lifecycles  adaptability  Andy_Kessler  Communicating_&_Connecting  informational_advantages  innovation_cycles  job_search  learning_agility  LinkedIn  networks  networking  network_effects  network_power  Reid_Hoffman  reputation  résumés  retention  Silicon_Valley  tribes 
july 2014 by jerryking
How to Build Your Network
December 2005 | HBR | Brian Uzzi and Shannon Dunlap.

Strong personal networks don't just happen at the watercooler. They have to be carefully constructed.Networks offer three unique advantages: private information, access to different skills and power. Leaders see the benefits of working every day, but perhaps not pause to examine how their networks are governed....Here's how to strengthen your connections.

Paul Revere was an information broker, a person who occupies a key role in a social network by connecting disparate groups of people....Networks determine which ideas become breakthroughs, which new drugs are prescribed, which farmers cultivate pest-resistant crops, and which R&D engineers makes the most high impact discoveries....When we make judgments, we use both public and private information. These days, public information is readily available from various sources, including the Internet, but precisely because it is so accessible, public information provides a competitive advantage much less than usual. Privacy, however, gathered from personal contacts that can offer something unique that can not be found in public spaces such as the release of a new product, the novel software code, or knowledge of this what a particular investigator seeks in candidates. Private information, therefore, may provide an advantage for executives, but is more subjective than public information, because it usually is not marked by an independent third party, such as Dun & Bradstreet. Therefore, the value of your private information to others and the value of your private information depends on how much confidence exists in the network of relationships....the best way to have a good idea is to have a lot of ideas....And when you trade information or skills with people whose experiences differ from your own, you provide one another with unique, exceptionally valuable resources....Power was repositioned in the network's information brokers, who could adapt to changes in the organization, develop clients, and synthesize opposing points of view.
These brokers weren't necessarily at the top of the hierarchy or experts in the field, but they linked specialists in the firm with trustworthy and informative ties.
networking  social_networking  social_capital  HBR  howto  networks  nonpublic  confidence  slight_edge  proprietary  relationships  exclusivity  public_information  private_information  inequality_of_information  homogeneity  heterogeneity  dual-consciousness  power_brokers  network_power  personal_chemistry  personal_connections  judgment  prolificacy  subjectivity  information_brokers  intentionality 
march 2012 by jerryking
America's Edge: Power in the Networked Century
Jan/Feb 2009 | Foreign Affairs | Anne-Marie Slaughter. The
power that flows from networked connectivity is not the power to impose
outcomes. Netwks are not directed & controlled as much as they are
managed & orchestrated. Multiple players are integrated into a whole
greater than the sum of its parts--an orchestra that plays differently
according to the vision of its conductor & talent of individual
musicians. ...Most important, netwk. power flows from the ability to
make the maximum number of valuable connections. The next requirement is
to have the knowledge & skills to harness that power to achieve a
common purpose.... If, in a networked world, measure of a state's power
is its ability to turn connectivity into innovation and growth... Thanks
to demography, geography, and culture, the 21st century looks
increasingly like an “Americas” century.
ProQuest  globalization  immigrants  21st._century  networks  network_power  heterogeneity  Communicating_&_Connecting  power  influence  orchestration  Anne-Marie_Slaughter 
january 2011 by jerryking
The Crossroads Nation - NYTimes.com
Nov. 8, 2010 By DAVID BROOKS. What sort of country will
America be in 2030 or 2050? Nobody has defined America’s coming
economic identity. ....We’re living in an information age. Innovation
and creativity are the engines of economic growth. ...Creativity is not a
solitary process. It happens within netwks. It happens when talented
people get together, when idea systems and mentalities merge....."In
2009, Anne-Marie Slaughter, Dir. policy planning at the State Dept.,
wrote an essay , “America’s Edge.”" for Foreign Affairs in which she
laid out the logic of this new situation: “In a networked world, the
issue is no longer relative power, but centrality in an increasingly
dense global web.” the U.S. is well situated to be the crossroads
nation. It is well situated to be the center of global ntwks and to
nurture the right kinds of ntwks Building that US means doing everything
possible to thicken connections: finance research; improve
infrastructure; fix immigration; reform taxes;
R&D  infrastructure  immigration  creativity  future  David_Brooks  networks  soft_power  U.S.foreign_policy  synchronization  orchestration  centralization  Anne-Marie_Slaughter  cross-disciplinary  cross-pollination  network_density  network_power  op_ed 
november 2010 by jerryking

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