networked worlds and networked enterprises
DESCRIPTION
Lee Rainie, Director of the Pew Research Center Internet Project, shows how the large, loosely knit social circles of networked individuals expand opportunities for learning, problem solving, decision making, and personal interaction. The new social operating system of “networked individualism” requires us to develop networking skills and strategies, work on maintaining ties, and balance multiple overlapping networks. The “triple revolution” that has brought on this transformation: the rise of social networking, the capacity of the Internet to empower individuals, and the always-on connectivity of mobile devices. Drawing on extensive evidence, Rainie examines how the move to networked individualism has driven changes in organizational structure, job performance criteria, and the way people interact in workplaces. He presents a glimpse of the new networked enterprise and way of working.TRANSCRIPT
Networked Worlds and Networked Enterprises
Lee Rainie - @lrainieDirector, Pew Research Center’s Internet Project
To: KMWorld Conference11.7.13
“Tell the truth, and trust the people” -- Joseph N. Pew, Jr. http://bit.ly/dUvWe3
http://bit.ly/100qMub
Networked life in organizations:A four-part harmony
1. Networked individuals2. Networked information3. Networked workplaces4. Networked enterprises
Networked life in organizations:A four-part harmony
1. Networked individuals2. Networked information3. Networked workplaces4. Networked enterprises
Networked IndividualismThe move to looser, far-flung networks
Personal networks are:More important – trust, influence awarenessDifferently composed – segmented, layered
Perform new functions – sentries, evaluators, audience
But it is not just technological story
Other drivers are changes in … Family life
Business structures & labor shiftsTransportation & living patterns
Identity shifts – including in politics, religion
… then comes technology
• Social ties and events organized around the individual rather than a social unit such as a family, neighborhood, school, or organization
• Agency: Each person operates own network
• Mobile phones and internet allow person-to-person contact to supplant place-to-place communication
• The social network revolution has provided the opportunities – and stresses – for people to reach beyond the world of tight groups
People Function as Networked Individuals and less as group members
Networked life in organizations:A four-part harmony
1. Networked individuals2. Networked information3. Networked workplaces4. Networked enterprises
Digital Revolution 1: Broadband at home - 70% (+10% more have smartphones) - Internet users overall: 85%
June 2000
April 2001
March 2002
March 2003
April 2004
March 2005
March 2006
March 2007
April 2008
April 2009
May 2010
Aug 2011
April 2012
May 2013
0%
20%
40%
60%
80%
100%
3%
70%
Dial-up Broadband
Broadband at home
Dial-up at home
Digital Revolution 2Mobile – 91% … smartphone 56% … tablets 34%
326.4Total U.S. population:319 million
2012
Changes in smartphone ownership
Smartphone Other cell phone No cell phone0%
20%
40%
60%
80%
35%
48%
17%
46%41%
12%
56%
35%
9%
May 2011 February 2012 May 2013
Digital Revolution 3Social networking – 61% of all adults
% of internet users
2005 2006 2007 2008 2009 2010 2011 2012 20130%
20%
40%
60%
80%
100%
9%
89%
7%
78%
6%
60%
1%
43%
18-29 30-49 50-64 65+
The Landscape of Social Media Users (among adults)
% of internet users who…. The service is especially appealing to
Use Any Social Networking Site 72% Adults ages 18-29, women
Use Facebook 71% Women, adults ages 18-29
Use Google+ 31% Higher educated
LinkedIn 22% Adults ages 30-64, higher income, higher educated
Use Pinterest 21% Women, adults under 50, whites, those with some college education
Use Twitter 18% Adults ages 18-29, African-Americans,urban residents
Use Instagram 17% Adults ages 18-29, African-Americans, Latinos, women, urban residents
Use Tumblr 6% Adults ages 18-29
reddit 6% Men ages 18-29
The nature of networked information
• Pervasively generated• Pervasively consumed• Personal via new filters• Participatory / social• Linked
• Continually edited• Multi-platformed• Real-time / just-in-time• Timeless / searchable• Given meaning via networks
Networked life in organizations:A four-part harmony
1. Networked individuals2. Networked information3. Networked workplaces4. Networked enterprises
Networked Work
• Not one small bounded group in a hierarchy … simultaneous work in multiple teams
• Multidisciplinary • Distributed and heavily reliant on
technology for communication and coordination
17
Traditional “fishbowl” vs. Networked “switchboard”• All work in same room• Densely-knit, direct
connections• Most interactions within a
small group• Frequent contact;
recurrent interactions• Long-tie duration• Mentoring by co-located
workmates• Repetitive tasks, deskilling• Power: top of the
hierarchy
• Each works separately• Sparsely-knit, not know each
other• Many people contacted in
multiple workplaces• Variable, changing frequency
of contact• Switching with multiple ties• Less mentoring, harder to
learn tacit knowledge• Multiple tasks, added skilling• Power: Betweenness
Centrality
Networked work: Balance sheet
Advantages• Surfaces extra
information• Applies talents where
needed• Multiple perspectives
on solutions• More fluid and nimble• Potentially more
innovative
Problems• Trust• Focus• Coordination• Loyalty• Extra effort• Institutional memory
lapses
Networked life in organizations:A four-part harmony
1. Networked individuals2. Networked information3. Networked workplaces4. Networked enterprises
Example: Arts organizations
• 1,244 grantees of National Endowment for the Arts
• Focus: How much, if at all, has technology changed organizational operations and engagement with audiences
• Benefits of embracing networked life? Problems?
Generally increasing their online presence
% of arts orgs who say the internet is very or somewhat important for…
Source: Pew Research Center’s Internet & American Life Project Arts Organizations Survey. Conducted between May 30-July 20, 2012. N for respondents who answered this question=1,212.
Improving arts curation
Improving arts cataloging and collections management
Artistic creation and/or collaboration
Providing arts education to the public
Engaging in arts advocacy
Using your organization's resources more ef-ficiently
Indentifying sources of funding
Gathering research and data for grant applica-tions
Increasing audience engagement
Promoting the arts
0% 20% 40% 60% 80% 100%
19%
27%
28%
33%
55%
63%
64%
65%
78%
81%
24%
16%
39%
37%
29%
29%
27%
25%
18%
15%
Very Important Somewhat Important
• 99% host a website
• 86% have increased the number of online events and exhibits they host over the past several years
• 97% have a social media presence
• 69% have individual employees with professional social media profiles they use in their capacity as a representative of the organization
Major functions served by arts orgs’ websites
Audience Interaction
•90% let patrons share their content via email, SNS and Twitter
•81% let users comment publicly on the site
•28% host online discussion groups
•22% host webinars
Multi-Media Content
•94% post photos on their website
•81% post or stream video
•57% post or stream audio
•50% maintain a blog
•20% present online exhibits
Promotion
• 86% accept donations online
• 74% maintain an online calendar
• 72% sell tickets online
• 47% sell merchandise online
• 34% make info available through RSS feeds
• 31% offer discounts through services such as Groupon or LivingSocial
The social media platforms arts organizations use…
Source: Pew Research Center’s Internet & American Life Project Arts Organizations Survey. Conducted between May 30-July 20, 2012. N for respondents who answered this question=1,202.
• 97% of these orgs have a profile or page on a social media site
• 69% also have individual employees with professional social media profiles they use as representatives of the organization
• 56% of the orgs that use social media have a profile on 4-9 different social media sites
• 10% of the orgs that use social media are active on 10+ platforms
Arts Orgs’ Use of Social Media
How often organizations post content on social media…
Source: Pew Research Center’s Internet & American Life Project Arts Organizations Survey. Conducted between May 30-July 20, 2012. N for respondents who answered this question=1,131.
Sev-eral times a day25%
About
once a day20%
Sev-eral
times a week28%
About once a
week16%
Every few
weeks
8%
Less often3%
Other uses of social media…
• 82% use social media to engage with audience members prior to, during, or following an event
• 77% use social media to monitor what is being said about their organization
• 65% use social media to learn more about their audience
• 52% use social media to get feedback from the public or “crowdsource” an idea
45% of arts orgs using social media post daily
Do arts orgs see a payoff from social media?
Source: Pew Research Center’s Internet & American Life Project Arts Organizations Survey. Conducted between May 30-July 20, 2012. N for respondents who answered this question=1,117.
• 56% say it’s had a major impact on boosting org’s public profile
• 53% see major impact on engagement with public
• 48% see major impact on increasing traffic to website
• 45% see major impact on event promotion/attendance
• 41% see major impact on audience building and stakeholder engagement
• 27% see major impact on audience engagement w/content
• Just 13% see major impact on professional collaboration, or on fundraising
Social media creates more risks than benefits for our_x000d_organization
Overall, my organization does not have the personnel or resources it needs to
use social media effectively
Social media helps our existing audi-ence members_x000d_feel more a part
of the organization
The younger employees in our orga-nization have a_x000d_more positive
view of social media than the older_x000d_employees
Social media helps my organization reach a broader audience than it would
otherwise be able to
Social media is worth the time our or-ganization spends on it
0% 20% 40% 60% 80% 100%
5%
44%
48%
32%
41%
33%
30%
37%
38%
52%
58%
Very true Somewhat true
Not everyone is on board the social media train
Source: Pew Research Center’s Internet & American Life Project Arts Orgs Survey. Conducted May 30-July 20, 2012. N for respondents who answered this question=1,117.
My organization tried using social media in the past and found that it was ineffective
My organization does not have access to the updated hardware or software necessary to use social media effectively
My organization does not use social media because it is too difficult to control what is said in social networking spaces
My organization does not have the financial resources it needs to begin using social media
My organization is able to reach our community/ stakeholders through other means, so we do not need to use social media
My organization does not have the staff skills or knowledge it needs to begin using social media
My organization is concerned about the continued resources that would be necessary to maintain a successful social media profile or campaign
0% 20% 40% 60% 80%
5%
7%
12%
16%
18%
30%
35%
5%
23%
40%
33%
39%
25%
40%
Major reason Minor reason
Be not afraid