Posts Tagged ‘NETWORKS’

Wednesday, February 28, 2007

Corporations, networks … what next?

150 years ago corporations started using auditors according to the law and under control of the state. It was (and to a certain extent is) the world of separation. Access to business information/knowledge was and is a privilege of auditors and consultants. Hence not only audit and consulting emerged to assist corporations in business war for profit, markets, customers … but (in contrast) also informal networks emerged to understand what business world is doing, as we can see from blogging and other social media. This second world has only one law – copyright and is “above” the states borders. It watches business as usual and tests new business models …In fact we can see 2 models:

The known model is: corporation – auditor/consultant – public.

What’s the networked model?

Let’s rename the parts of the abovementioned model: corporation (persons) – auditor/consultant (person) – public (person). In fact we get the “person – person” model “above” the states borders and law where personal knowledge matters – Knowledge Persons.

Why these models are different, if they look like the same but are written in 2 languages?

I think it’s because corporations mostly deal with tangible things. A confirmation for this are the audit standards. It’s a space for tangibles where things can be lost and therefore are being secured. Information and knowledge are also “things” here.

If networks are not being built like corporations, they (networks) are open – welcome people to join and benefit from one level collaboration, with a direct access to information/knowledge flows … And their “person – person” model can include ideas creation, design, production, sales, explanations, consumption … according to public contract (a network charter). Audit and consulting can be included too and must measuring, correcting knowledge that is a building unit for sociobusiness networking.

So, as we can see a symbiosis of corporations and informal networks can be. For example, some corporations can be the production units within the network.

Can the corporations acquire the open network? Oddly, but openness is an obstacle for that because corporation can’t be open as the networks can.

The next entity, I suppose, will be audit/consulting for networking. It will mediate interaction of the persons again, but differently. If we do network, we should audit understanding of interaction to accept it or not and correct it to build our global sociobusiness life or netliving.

I think auditing/consulting the networks will be a function of their openness, but I don’t know where is a place for the states here?

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Trends in the Living Networks

Ross Dawson’s Trends in the Living Networks blog offers high-level commentary on developments in our intensely networked world, and how it is coming to life. The blog is primarily intended for a general business audience, in identifying critical technology, social, and business trends and their implications.

January 21, 2008

See our latest Trend Map! What to expect in 2008 and beyond….

Nowandnext.com and Future Exploration Network have once again collaborated to create a trend map for 2008 and beyond.

Our Trend Map for 2007+ had a major impact, with over 40,000 downloads, fantastic feedback (“The World’s Best Trend Map. Ever.” “I got shivers” “Amazing” “Fascinating” “Magnifique” etc. etc.), and inspired several other trend maps including Information Architects’ first map of web trends.

While last year’s map was based on the London tube map, the 2008 map is derived from Shanghai’s underground routes. Limited to just five lines, the map uncovers key trends across Society, Politics, Demographics, Economy, and Technology.

Click on the map below to get the full pdf.


Trends mentioned in the map include:

Continue reading “See our latest Trend Map! What to expect in 2008 and beyond….”

Posted by Ross Dawson at 2:06 AM | Permalink | Comments (1)




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From Business Networks Management by Octavio Pitaluga Neto (Welcome !!! This blog debates about Business Networks Management and is available Portuguese and English as much as possible)

Original Adobe Acrobat Document


MORS 430 – Section 63


Brian Boroff

Juliana Abreu

Priscilla Krone

Scott Dilloff

Tim Walsh


INTRODUCTION The proliferation of new networking technology has dramatically influenced the way that senior business leaders pursue and maintain relationships. The degree to which our interviewees have adopted technology varies enormously and is to a large extent contingent upon their professional social structure. Generally, those interviewees who work for larger corporations with existing support/infrastructure tend to be less proactive in network expansion efforts and therefore less apt to use technology in that regard. Whereas, those interviewees who are either self-employed or who work for more entrepreneurial operations, by definition, are more outwardly focused and more proactive in their network expansion efforts, and are therefore more reliant upon new technological developments to assist them in that regard. Overall, we found that all of our interviewees take advantage of technology to organize and manage existing relationships. Regardless of the type of work environment we determined that the most effective method is to use technology as a tool to efficiently organize and manage existing relationships, and to develop logical extensions as opposed to simply exponentially increasing the number of people to whom one is connected. INTERVIEWEES Alexander: Alexander works in the entrepreneurial and relationship-based start-up industry in the Silicon Valley. After spending several years at eBay, he has recently transitioned to a private company where he leads a small but pivotal testing team. His overall responsibilities include quality assurance for new releases brought to market, evaluation of interoperability for new product development, and staff development.


Networking is vital to business leaders in all different professional paths and job functions. Through our research, we have identified many different approaches and philosophies to networking, which can be classified according to the size of the network and the depth of the relationships between the people in the network. Entrepreneurs, who depend heavily on their networks to grow their business, tend to build large networks that provide a larger resource pool. Leaders working in larger companies or more structured jobs tend to have fewer but more meaningful relationships that are developed through shared and professional interactions. Regardless of the type of network that each person has, technology plays an important part, in facilitating the expansion and maintenance of networks. For entrepreneurs with large networks, technology is even more vital because it allows them to efficiently manage and grow their contact base. Despite the advantages of technology, it is vital to balance its use with traditional networking activities,. Regardless of the type of network, be it large or small, and the strength of the relationships, business leaders must consciously use a wide range of techniques and technologies to ensure that they are leveraging their networks as efficiently as possible.



Exhibit 1: Networking Philosophy Range

Exhibit 2: Combining social and information connectivity to achieve efficient networks


Exhibit 3: Interviewees’ Network Maps



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