My relationship with KONE has been changed, as I am an independent entrepreneur, however I am still working with some eLearning, social media and collaboration related projects with KONE.

Therefore my blog has got a new theme reflecting the road that we are driving towards more virtual society and simultaneously taking care of our nature (while travelling less) as well as work and life balance (while working from home with flexible hours without hotel nights and travelling).

I am currently still in progress of finding the best and optimal place for my future career. What kind of company shall I found and where? So I am open for every kind of proposal. Please contact juha-matti.arola@kone.com (valid emailaddress until end of July) or call me at +358405782509, if you have got something in your mind.

But remember that my passion will always be in virtuality. Currently I am interested in Twitter, Bambuser and 3D environments (Secondlife, Ludocraft, Forterra etc.) and especially how those services could be utilized for companies. I am currently organizing in my Rotary activity (Rotary Young Leadership Awards (RYLA)-seminar) around Virtual Management and the Baltic Sea, please see http://www.ryla1420.fi/ and also in Kites an event around Social Media and Languages.

Please follow up my comments in Twitter http://www.twitter.com/jmarola.

I have found microblogging more attractive and more useful, as I have no time for normal blogging, so let’s tweet…

Erno Lehtinen, University of Turku

Network management methods in virtual working environment. Networking has been working well at least within this project. Internationalization process, decentralization and outsourcing has been creating virtual organizations and networks.

Within the project the process was to utilize multidisciplinary research and multicompany expertise among TKK and University of Turku. Direct company co-operation and together with consultants was utilized. As well as international aspects utilizing cultural and technical expertise were vital.

Results will be presented in this seminar.

Sirkka Jarvenpaa, University of Texas, Austin, Texas, US

- Using research based on findings at the companies headquartered in the US

- A continuum of: mobility, community, work group and team, often not happening as teams

- Reality of virtual work: alone together?

- A constant change is a default in virtual teams, not knowing them well, so fluid membership, fluid leadership and team processes

- fundamental questions: productivity gains only reached in well-structured and in well-defined job roles, work spilling over the private life?

- how to keep the enthusiastic and motivation up when virtual teams utilized?

- tension #1: stability vs. fluidity - shared norms, shared understanding, clear roles, social identity, trust - like a case when the leader in remote location resigns without notifying the global leader

- tension #2: facilitation vs. design - virtual organization creates “weak structures” that however require a strong management - design aspects: “real team” structure, supported context, role of trust are mandatory: the organization has trust in members, members have trust in organization, member have trust to each other

- fact: limited organizational resources, therefore virtual teams are often self-oriented teams, therefore controlled team leader could jeopardize the team functioning while controlling too much

- tension #3: task focus vs. learning focus, ICT mediation crowds out learning “Know-Why” (Yong and Jarvenpaa 2009) - “Know-what”, “know-how”, “know-why” = contextual reasons and principles underlying the knowledge: embedded in persons, “know-why” is a prequisite for innovations.

- tension #4: hybrid vs. virtual - is prediction correct?, when fully dispersed - least conflict, most common, identity and when two subgroups - most conflict, least common, identity; how to manage this situation - social identification: you, local sub group, your company, your clients, your project team; source: thomsett international

- tension #5: thru tech vs. around tech, working rather than thru tech

- tension #6: distance vs. time zone, time zone more challenging

- future of virtual work:how life get better, while people feel worse (as not knowing the people, not knowing them well etc.)

- transfer of knowledge is minimal, as reinventing the subjects and reuse are normal

VIBU, Virtual Team work for business, Turku School of Business, Timo Lainelma, Eeli Saarinen, Satu Lähteenmäki

- Challenges in building virtual multicultural teams, not existing

- VIBu - training is developed for professionals working in dispersed working environments using RealGame-simulation game. An innovative method for analyzing and developing leadership and teamwork skills in the modern business context i.e. it enables to experience the challenges originating from global, multicultural and virtual aspects, - based on self-experiencing and -reflection

- VIBu - Training principles - using the human interfaces then inbedding the virtuality while using dispersed teams

- VIBu - Process - Orientation, 1st simulation game session, data collection, analysis phase, Training session, 2nd simulation game session “unguided session”, feedback using reflective essays, feedback and analysis.

Marko Hakonen, Vital web-tool

- Dispersed workgroups or virtual teams

- Vital Web Tool (VWT) - research based modular database developed within 5 years with Tekes finance using Humap and TKK expertise http://vitaltool.tkk.fi/ . All the 16 subareas does have got research-specific information, tools and cases

- now new tools: technology-based team meeting assessment tool, team work direction measurement

– in addition links to FIBu and Spindel

Tuire Palonen, University of Turku

Spindel - social networking visualization tool

– how the information goes within the information - the information is very differently going through in various parts

– networking, ad hoc-organizations, projects

– leadership

– organizational changes (although officially changed, then still the old organization is in use)

– communication tools between different actors

– dispersed communication identified and then visualized in 3D form using colors etc.

http://spindel.fi/

 - now this tool would be very beneficial while analyzing the current status of the communication situation which would be very essential and important nowadays in organizations.

Kaisa Kautto-Koivula, Future challenges us all

Economical and work transfer will be touching everybody including free, global markets; new deal in work force; changed nature of work; structural change of workforce; hard result demands, new structures and working models as well as new working tools. Furthermore flexible time and place of working.

Working satisfaction survey shows negative results from beginning of 2001, that is now researched using the coherence, knowing socially into which direction we are going for. There are three elements: understanding, managing and joy of work.

In Finland, there are challenge: work is going abroad, families are feeling sick, unemployment/lack of work force

In our daily life we are working in stress like virtuality 24/7, consumer tools -> 8 tools for end users to use, information overload

Currently the structures of Finland are from the industrial-era. Changed private life causing bad feeling and behaviour for the teenagers.

Value transfers

Value individualization, Working values are changing: more intelligence valued, putting the family and the working life together - dilemma. If own values are not matching with the current working demands.

Status in the future: ecological issues: lack of pure water (forecast 2025 about 50% persons creating water refugees), lack of energy, technology (cognition, nano, ICT), safety (new kind of terrorism; digital uncertainty); urbanization; political balance changes; agriculture vs. population growth in crisis; financial crisis blowed up as well as ethtical issues and values. All of these are linked together. This touches economy, nature, society, own people & humanity.

Looking at the future, persons are looking at via Science, technology, business, culture, society, economy and experience. Looking at the patterns, structures and mental models.

We are speaking about 5th industrial revolution starting in 1971 (when microprocessor invented) until 2000 information economy, now paradigm, economy, work, society etc. trust and crisis.  The future immaterial, creative economies as well as virtual networking will reign in the future forming as a social capital. The left brain has been stressed in the past, now the right brain should be used more. Social innovation and software important,  constant/good mind as well as continous development will be the most important quartal in the future.

The future thesis: immaterial economy, mental efficiency, time to be valued, mental well-being, clean nature, water, peace in nature, good life, health, total services, safety: catastrophes, terrorism; ethical, values, virtual powerfication will be the mega trend

Networking functioning, virtual working forming a new added-value logic, the power of networking, innovation transfer: from closed -> into open, new business eco systems, trust capital

Social capital is a key production factor.

Paradigms: economy - traditional vs. immaterial economy; media - traditional vs. social; learning - virtual vs F-to-F; innovations - open vs. closed (immaterial patent rights- IPRs)’; needs and working methods - career ?

In an individual level: own head is the most important capital: knowledge about oneself: values, knowledge, personality; creation style?; restrictions of creativity?

Trust building in networks is very important. Media revolution changing the news/information delivery into networks and all the information is available on the Internet. Tacit knowledge is important, so it is valuable sometimes to meet. The presentation is not automatically transfered into a tacit knowledge.

Internal motivation is guiding of producing innovations is a better motivation than compensation of the work. Sleep is very important for the personal health.

Hannu Brandt, Consulo Oy

There are a lot of challenges from paper-based processes into digital processes. In general approach the training is viewed as only preparing the training, but the change is more managerial issue.

I selected the key person `tavis´as the most important person to be changed and convinced. Also “random” users like using the travel management program only in one year, so there is no value in providing the user the training. There has been a lot of work completed for training instructions.

How to make the IT implementation successful? A lot of work done as by software suppliers for finding the best practices and then viewing the software as tools. Then people complaining about doing other work than they are supposed to do like making travel expenses although he is an editor.

Often the end user aspect has been forgotten, as it is too far away from the project view. Management view of the project: Return On-Investment, process owner: implementing new method, end users: surviving, possibility for independent working. But ROI could only be achieved via process owners and the end users.

The most important factors that are affecting organization’s agility: human 49,5 %, processes 26,7% and systems 23,8 %. Cumulative affect in organization, if significant problems are in documentation, then also in implementation and then also informing about the change.

Taking a new software in use is not just training the end users, but taking all the changed processes in use. After the implementation, then the actual work starts up.

We should always identify the goal as the most important issue. In practical software provider could only handle the business processes and systems, but not actually managing the use of the software as this is a management issue.

“Service Design” looking at the end user point of view. This is not easy for the end user. Often the owner of taking the full responsibility of the software in use is missing in the organizations. All the processes should be described in a understandable way for the normal user. The change agent issue is very important in implementing new software.

We should be finding all the normal life situations and making the recordings out of the normal routine issues.

Random users as a specific group: low or no motivation, interpreting application functioning in a wrong way and WYSWYD (What you see what you do)

Sami Leppänen, Nokia

Mobile learning as a concept, learning as learning.

Mobile learning should be more personal, more networked, a lot of fun, more interactive, more spontaneuous,shorter in duration, to the point, for instant use, from reader to the producer.

Using virtual games and story telling used. Small nudgets used including 2-5 min. Not giving 2 hours lectures is not the key. PUSH (~broadcast) for a selected group, PULL (~playlists) & UPLOAD for generating user-centric contents and interaction.

More selection in content formats and in transactions. Learner has a greater freedom and responsibility for creating content for oneself and for others. Personal visual diaries as example, but a lot of technology already available.

Educational Gaming examples - business simulation, change projects, pre-&post tests, USE CASE

Podcasting - strategy communication, executive messages, sponsor’s opening words for the learning program, - storytelling / lessons learned, - MP3, recording library

Infotainment issues, interactive contents,”gap fillers”

Case: Mobiledu, 3M registered users since launched in May 2007, 500.000 active users/month, 40-50% users coming back to visit Mobiledu, preloaded in 20 new released Nokia models

Case: Nokia, nano-object based distribution, mobile questionnaires, selfassessment, visual learning diary, text message reminders. Partnering with Nokia Oyj:n, Prewise Group and Mobiletools International

eLearning is going into your pocket as moving into mobile.

Maarit Fred, Siikaranta Institute

How internet has been started to use as well as mobile learning using normal mobile phones already three years ago.

In history the IT skills training started in 1987, Driving license for 1995, Group work environment 1999, developing work in network 2000-02, IT Driving school 2000-2005

The Asemapiste forum for “measuring professionals” established in 1999, everything is in a electronic form. 

We have the got the main principle that if we do something, then we’ll share it.

As a background the Finnish Construction Trade Union as a partner having 84000 members including 4000 contact persons, that is the main target group for our activities. Using Sebacon for text messages, extranet messages, emails and postits; learning environments: “tuottamo”, ryhmix, ning, moodle, skype; extranet: documents, discussion groups.

Examples around mobile learning: course communication, guiding the studies, questionnaires, making pictures of learning and paper production

Department of trade union: meeting invitations + other communication, in working sites: pictures, TR-measurements (weekly site checks completed whether using hard hats, other safety issues etc.) found to be more reliable.

Mobile phone communication has been found more effective due to the fact that email’s importance is decreasing, but the communication should be happening in all communication channels.

Now upcoming “Uusi Ote”-initiative (”new hand” in English) called http://uusiote.ning.com/ using also Skype as guiding tool. Social media makes possible a scarce-populated organization to work in the whole country. All the steps have been needed to get this kind of results.

Sami Salmenkivi, New trends in digital marketing

A lot of stuff in Internet: GoogleEarth pictures, Skype, Latest weather reports, Books, All the music, old newspapers in the Internet 

Most of users are 18-26 ages female while using the Internet, now 800000 users in Facebook in Finland. Why is that? Because social media in use then females are using it more.

Now dispersing of channels is the problem, a lot of channels, so selecting the channels now possible like looking NHL matches directly from NHL not via MTV3.

Borderless youngsters uprising like fan a Tokyo-based band or 2nd division football team in Sweden. We are behind in Japan as they are reading books in 1,2 million pieces only published into the phone or watching TV.

I am predicting that next year will be a breakthrough. Iphone application could be said as a Seller’s nightmare: screening the barcode and showing the cheapest prices for that product.

Current marketing thesis:

 1. Marketing is a service: Nike using 66 %, not keeping the media houses alive, but we are connecting to our customers. Domino’s Pizza: Selecting pizza, delivery bar showing how the order has been processed, free pizzas if not delivered when the bar reached 100%. Sotka case: first appartment service, then providing furniture information.

2. Challenge the customers: Starbucks: Giving ideas and then voting for them, Dell:Ideas+vote, Sonera: Aivomyrsky example, Lego: Legofactory designing own lego creatures and good be bought and revenue for Lego and for creator.

3. Motivation & Tools: The will is coming up that there is a wide audience on the Intranet. Even the worst page will get the audience enough. Helsingin Sanomat service was having service for sending pictures, but not showing them therefore not working. FLIRT by Sami Viitamäki

4. 24/7 network: currently too many plain messages, not networked. Display-marketing, email marketing, mobile marketing, search engine marketing based on key words, peer-to-peer marketing, embed content (YouTube asking to get the content away creating a 1 billion link, Google 24/7 networking creator)

5. Transmedia storytelling: marketing 630000 google hits for a new Batman movie, marketing started one year ago. There are those early pioneers, then bringing a larger audience with. Björn Borg case delivering dirty underwear to George Bush.

Paleodontticase in Finland, total nonsense and artificial case - taking thousands of persons interested

B-TO-B case by the Royal Mail ordering “puppets” using word of mouth. Case “Vadelmasuklaa” produced by Valio….

We should set out from silo and hierarchial organization structures into networked and social structures believing in empowering, bottom-up and open innovations. We should not overcontrol or admin employees for accessing information, but we should trust the employees enabling free and open virtual working/innovations.

We should acknowledge that taking these new virtual tools into use, we change the power status-quo, but this in evitable issue. I really see that virtuality has a clear link into ecology and well-being, while we are reducing unnecessary travelling and giving time either for our organizations or for our families.

 Klaus Oesch

Kites started based on the results of the Fenix program funded by Tekes, a research and development fund financed by the Finnish state. The results were that the following areas are very important for the future: knowledge management incl. semantic web, social media services incl. web 2.0, games and edutainment incl. synchronous - synchronous, crossmedia as well as hybridimedia incl. attitude change from paper into electronic form.

As another result we should be aiming towards intelligent working socities in knowledge management, Internet technologies, value-added societies as well as learning & sharing practises. This is meaning a virtual powerfication as a driver of understanding including virtuality and actualization. This needs multidisciplinary research around IT, communication and educational sciences.

Now we should aiming for a new type of research structure, because discipline-oriented approach is not any more working. Company-oriented and user-based research projects are important.

While positioning ”understanding” technology and in point of view linguistic technology, it will be linked for example into intelligent services, interactive multimedia, ontology development, learning technologies, web 2.0 participation, multicultural, multimeaningfullness etc. This should be researched at the living lab testbeds.

We should be preparing the understanding research programme in Finland.

Reach-programme, Juha Pöytsiä, Finnish Chemical Industry

The REACH-programme is the most compligated project and process in EU. The companies should be clarifying the following: 1. Clarifying the chemistry substance in co-operation of EU-based manufacturers and importers, 2. Instructions should be created, 3. Dangerous chemicals to be informed for the end users, 4. Permits for all the dangerous chemicals.

REACH is changing the responsibility from the manufacturer, importer into the full chain. Currently the semiregistering in progress, then substance identity confirmation and data transfer & classification. In practise the base of REACH initiative includes about 8000 pages, which guides identification of the substance.

Currently 40000 chemicals registered, so there will be 40000 forums among the manufacturers and the importers for working together, but remembering the EU competitive legislation.

Challenges still existing as follows: system unclarity, unclarities of substances, lack of expertise and common language.

Reijo Heinämäki, Metso Corporation 

Metso is a global technology company, now truly organized globally. Asia is growing and at the same time Europe is stable, so recruitment is more happening. For the first time the knowledge has been raised into the strategical thinking. Now shift to 50/50 between white/blue collar workers, so knowledge should be kept up-to-date.

Metso will be launching a new strategy at the beginning next year. Still a lot of guidance/decisions made in Finland, not in other parts of the world. Now we should be concentrating more into Asia, where Metso has been having a presence for a long time. Currently expats amount transferred from Finland has been descreasing, as the skill/knowlege level is increasing in China. The local languages are definitely needed. 

A lot of processes are shifted from Europe and Asia, so more communication and interactions are needed. The needed automation knowledge has been doubled/tripled, although the window for training has not been widened. Explicit knowledge is still a challenge, so content management systems are still needed. We are still making too much formal training about 80000 hrs, but the most important is the informal trainings.   

Kaija Pöysti

What is included in Enterprise 2.0, email and intranet: different combinations of these tools create a virtual workplace. 95% of company’s team work is done via email. Intranet is not working as there is a handful of admin persons, so it does not work.

Wikis started already 1995 by Ward Cunningham, WikiWikiWeb, a set of web pages can be edited by multiple persons, blogs, RSS feeds (when page changes, it sends alerts)

Why enterprise 2.0 will be marketed? Globalization is now here. Speed is to way how to work it, we need now the tools that are simple and easy to use. Getting the new ideas, look at the Cisco, IPrize games as a example

Email load becomes impossible to manage (young generation does not use in IM instead of email)

Google enterprise is going well as search needs within the companies grow

Wiki facts: 1 % contributes, 10 % edits and 90 % reads, better figures in corporations found, great benefits in efficiency 

What’s new here: Enterprise 2.0 does do the same issues as KM solutions used to try, Enterprise 2.0: bottom up, emerging structure, small tools which can be implemented quickly and with small budgets

Advantages of social media

- reducing the amount of email

- accumulating and sharing information

- “enriched corporate phone book” using facebook application

- evaluating expertise (banking/ranking: evaluating contributions from others like Amazon book ranking)

- creating ideas, innovations, shared views (innovation, problem solving)

- including customers and partners e.g. lead user/customer innovation like Lego

the  biggest challenge is multilingual enterprise 2.0 is language: English is still the biggest language in social media, other languages Chinese, Spanish, Japanese, French, Arabic and Portuguese - one remedy to build separate discussion forums for different languages - relevant parts could be translated into English or using Machine Translation (MT), not perfect but enough useful

Folksonomies will be important as a result of consumer-developed content

The third important factor while making business decisions was to consult the peer comments on the net

Renate Fruchter, Stanford University via video on-demand.

-         how to work together while personnel located in Asia, Europe and Americas

-         what is the nature of collaborative team workers?

– collaboration technology & services

– theory & ethnographic

– practice in education and industry

– iterative approach

- global teamwork ecosystem

– people

— vertical markets

—- students

—- faculty

—- industry

– places

— private

—- home

—- office

— local

—- coffeehouse

—- meetingroom

— regional

—- lab

— global

—- PBL-Hubs-Network

– collaboration technologies

— informal

—- talking paper

—- ReCall

—- Divas

—- BrainMerge

— formal

—- ThinkTank

—- ProMem

—- CoMem

– devices

— XXS Cell

— XS PDA

— S Tablet PC

— M Desktop

— L Smartboard

— XL iRoom

– network infrastructure

— fixed

—- LAN/WAN

—- internet-2

— mobile

—- WiFi

—- GSM/GRPS

-         bits (virtual), bricks (physical) & interaction (social)

– all of these has been built by different persons

– knowledge workers are forced to be between these elements, therefore it is important to look at this holistically in order to start discussion in your organizations

- fusion of physical, digital and virtual

– cases: physical labs linked with the telepresence with other sites (videoconference meeting) in Puerto Rico and in Germany

– case: three Smartboards in a room

– case: virtualworld – bringing 3D model handled by avatars used by persons in different locations

– case: social interaction aspect socializing in Second Life

questions:

- cultural issues in virtual collaboration?

- Avatar-utilized simulations like Forterra (dark hotel evacuation example)

- Second Life demo while TKK (Aalto university) establishing a new island etc.

Virpi Ruohomäki, Visiting Scholar at Stanford University

Integrated workplaces for new ways of working - case: Sun Microsystems from Silicon Valley, CA

- cases: HP, Cisco, Sun done

- places, people and technology

– in Finnish organizations these issues are handled in different departments or silos, meaning uncoordinated strategies and actions

- new ways of working seminar results

– integrated working initiative in Sun Microsystems already for 12 years (Eric Richter)

– pilot project in Great Britain, open work solutions now in 140 countries

– SUN = Stanford University Network, as well as HP, Cisco, Google etc. have been emerged from Stanford University activities

- working places

– in whereever and in whatever time

– flexible for visiting purposes or for longer time reservations

– one ID card does open the doors as well as the PCs + normal office suppliers + integrated VOIP telephony system following the person and guaranteeing the VOIP.

– teamwork rooms

– private offices

– cafe drop-in offices utilizing work/catering including single, team and private possibilities

– global reservation systems using the ID card reserving a room in Rome when at Santa Clara

– standing offices + also garden used for meeting

– 35000 utilizing the remote working + 20000 totally virtual (10 % totally working at home)

– personnel making the initiatives while 73 % totally satisfied for this flexibility

– all the managers are trained

– management principle: goal-oriented leading, availability based on the rules/the districts + participation should be guaranteed 

- egological awareness now rapidly grown in the Silicon Valley, which gives challenges towards to this model + virtual management will be continuously trained

- Voip + PCs integrated

Niina Nurmi, Visiting Researcher at Stanford University

- Context, job conditions, job demands -> performance

- contect, job conditions, job demands -> psychological well-being

– positive affect

– job engagement

– job satisfaction

– autonomy

– personal growth

- stress at work

– reduction in quality/quantity at work

– indecisiveness

– tiredness

– loss sense of humor

– stress is invisible at virtual work

Team Processes:

- 1 Group formation

– kick-off face-to-face -> role clarity, trust and responsiveness

– jointly developed goals, schedules, protocols and shared processes

– remember cultural differences (agressive culture are often dominant like EU/US not Asian)

- 2 Time management

– time separation due to timezones causing delays for the projects

– collaboration takes time due to timezones (effective time for meeting is limited)

– remember to clarify goals, roles and responsibilities as well as use subgroups

- 3 Performance management

– follow up, evaluations and feedback

– cultural differences in hierarchy as well as giving feedback

- 4 power tension management

– Risk in achieving the task compliance, missing due dates

– distance to HQ and cultural diversity (e.g. language, work behavior and attitude) increase power differences

– power will be increased: site visits, virtual visibility, access to information and resources (transparency), knowledge networks

- 5 conflict management

– conflicts often reflect power tensions

– language barriers, differences in behavior and misunderstandings

– understand cultural differences: avoidance vs. competitive stance

– remember to communicate and be patient !

Communications

- 6 knowledge sharing

– interpersonal trust (removing threat), interpersonal bond (stability) -> organizational commitment -> sharing info, ideas and knowledge

-> reaching the shared understanding -> team performance

- 7 Technology Utilization

– team selects its own communication technologies, ensure the selected technologies are flexible and ensure that everybody knows the technologies

- 8 Communication Risk Management

– risk 1: technical problem and non-response

— use multiple media, zip large attachment

— follow-up with phone call

— send the message to multiple recipients

— keep the manager in loop during interactions

– risk 2: risk of understanding

— ICT-enabled strategies

—- use digital meetings

—- use of email to document a conversation

— individual level strategies

— organize presentation

— adapt language into simple without a slang

— ask questions during the presentation

Here is my notes shared to all of you.

-   challenges today are linked to the connecting

-   organizations are working in other ways rather than a formal organization

-   how to resource a large organization?

-   A world of opportunity is there waiting for you

-   Sports as a starting analogy

– Around a gold-winner there are several other persons guaranteeing the success

– Ability to make connections like in relay competitions is vital

–  F1

— Individual championship – team championship

— 150000 parts with 750 vendors providing stuff for McLaren team

-  People, groups and organizations connected well together link to a success

-  Social capital is the value of social connections, more specifically the resources embedded within available through and derived from social networks

– If you have sailed together, I’ll reach a mutual understanding using no words or no commands

– As trusting relationship will provide more than browsing the Internet

-  Social capital affects

– Information flows

– Power and influence

– Solidarity and identity

– +access to other resources

- Social capital research deals directly with some of the major challenges facing global business

– Organizations do manage externals better than internals !

-  The globalizing professional service firm

-   The international biosciences organization

-   How to build innovation & highly linked into trusted issues

-   Fundamentally dependent on trust and partnering

-   Increasingly do depend on:

– What they know – their intellectual capital

– Who they know – their social capital

-  Three critical forms of capital:

– People- Human Capital

– Knowledge – Intellectual Capital

– Connections – Social Capital

- Social capital impact

– Influences career success

– Helps workers find jobs

– Facilitates inter-unit resource exchange

– Strengthens supplier relations

– Reduces turnover rates

– Enables innovation

-  even helps prevent the common cold !

-  network types: the importance of structure

– individual network better for fast implementation

– networked network better for better team work

– combines these will form a new complete network

-  3 dimensions:

– Cognitive – shared ways of thinking

– Structural – close or loose ties

– Relations – trust

-  What’s important:

– Trend towards the extended enterprise

– Innovation focused

– Globalization as a challenge

- Building social capital requires investment in

– Structure

– Quality of relationships

— Trust

— Shared identity

— Norms

– Ways of thinking

— Shared stories

-  Capitalizing on connections

– At individual level

– At organizational level

– At industry level

Leading project management globally. Osmo Härkönen Case: Wärtsilä Corporation

- business changing towards service business therefore a need for project management definition completed in the Liito program pilot

- unified job descriptions and competence requirements

- position descriptions could be done locally

- most of the job descriptions were completed within the project

- all the projects should be like these kind of projects

- all the major companies should have this kind of models in use

Professor Eero Vaara, Svenska Handelshögskolan

Social construction of competence: It’s all about people

-         investing in competences

-         social, cultural and political issues

-         in research, “essentialist” and “rationalistic”

-         which factories/units could be still existing

-         focus on Finnish-based MNCs developing operations

-         struggles around strategy: different views on competence

– headquarter’s & local views

- HQs and subsidiaries

– control vs. autonomy

- competence development involves also people

Sami Saariketo, Lappeenranta University of Technology, Niina Nummela, Turku School of Economics

-         how to build the partner network and how they will be becoming an international network

-         enterprises do seek  similar knowledge-owning partners

-         software-intensive programs do globalize around the globe leaving less to Finland

-         leading international partnership network

–    overall view on company functions

–   multiple skills

–  defining the corecompetence

–   longlasting relations

– commitment in all levels of organization

–  crosscultural literacy

– communication readiness

-         Requirements for partners low vs product simple

– Partner selection

-         Requirements for partners high vs product simple

–  Partner motivation

-         Requirements for partners low vs product complex

– Network management

-         Requirements for partners high vs product complex

– Flexible development of network

-         Speed, cost & quality paradigm goes forward

-         Analysis, planning & control loop

-         Sales is the only true process of the company, others are support processes ! (that should be a salesman saying this)

-         Observation: more companies should utilize a global value chain

-         Also the software industry is very fragmented

Taina Tukiainen, Metropolia

– new management models for supporting innovations

-  creativity, openness and discipline

– culture & values, vision&strategy

– people

– organization

– process

- case IBM: “innovation that matters for our company and the world”

– important due to transition made during this century

– issues:

— global

— multidisciplinary

— open

— innovative

-         innovation jam

– everyone could participate into the business competition, and then put into the system and then personnel could evaluate them and selecting them as well as in investing them

Case: Nokia Creating New and Opening up

-         New values

– Achieving together

– Passion for innovation

– Very human

– Engaging you

- Forum Nokia 1998 – driving mobile innovation

- New technology sourcing – Venturing (NVO)

- Nokia Growth Partners 2004 – Blue Run Ventures

- Collaboration & Co-creation – Alpha labs, beta laps

Creativity

-         strong vision and rich category descriptions aspiring design and product planning

-         culture supporting novelty and differentiation

Openness

-         innovation, renewal and openness driven by strategies

-         tradition of networking

Discipline

-         respect for processes and agreed ways of working

-         innovation roles delegated

-         organization set boundaries for innovation work

-         renew your organization and processes innovation

- open innovation environments and social media will social media

Ilpo Ihanamäki, Tekes

Digital Workstyle: The New World of Work

Stephen McGibbon, Microsoft’s Vision: The New World of Work

-         I do have a couple offices, but I never go there

-         Evolution of work

– Traditional work

– Home & Work

– The New World of Work

- Digital workstyle: Basics

– office productivity suite

– email

– single directory

– corporate intranet

– portable PCs for mobile workers

- Digital workstyle: Empowered

– online video training

– HR self service

– analysis & metrics

– surveys & workflow

– sales information in pivot from

– collaborative screen-sharing

– business info on mobile phones

— in three years most of the people could have business information

-         in transformation process getting softphone into the use

– extending Instant Messaging

- automatic phone changing possibilities

- digital workstyle: advanced

– rights mangements documents

– VOIP & Unified communication replacing PBX

– Digitized meeting including roundtable

– rich models for forecasting

– tablet computing

– video channel for community involvement

- the New World of Work is coming…

– always on, always connected

– workforce evolution

- increasing importance of cross company teaming

– working together in real time

— integrated communication, work places

-         increasing scrunity and ”flattening”

-         people and information connected, now what?

– time and task management

– data visualization

– search

– business performance management

— KPIs delivered as well as proposals how to make an affect

-         the death of distance

– 60 km away controlling a drill machine why not remotely guiding Chile drill machine from Zambia…

– the first transplant completed last year remotely

– remotely guided airplanes – unmanned fighters (no worries about the G-forces)

- Transforming business strategy

– consulting, BPO, Aircraft (knowledge content high, high labour) -> financial derivatives, software, on-line ad (knowledge content high, low labour)

- talented people do not need organizations, because they will survive

- Moore’s law

– 10 years = 7 doublings  = 128 times more capacity

– 2,7 Gigaherz was not able to go forward, so we have reached the limit (Intel cancelled)

– chip size halves

- software has benefitted from capacity increase, now it is more challenging

- power consumption dropping into half every 18 months

- 3,1 terabytes disk in 2010

- 10 km WAN 3,5G does exist

- UK citizens are not calling helpdesk clerk in India, but in South Africa, then going forward to Zambia, Angola and etc…

- technology megatrends

– performance of hardware

– ubiquitious broadband

– mobility of new devices

— when mobile device becomes nearer then like camera into PC asking to transfer the pictures, or you bring mobile into car, it is changing it into the audio environment, like Ford does have got cars in which you can play your favorite audio for just announcing it.

– unlimited storage

– high fidelity displays

– natural user interface

- prediction horizons

– 3-5 years in planning face

- abstraction to be reached (like car driving, not need to know how motor and brakes are working)

- converts tacit & implicit into explicit knowledge

– value-creating knowledge – take the knowledge that provides some value is important

- unlimited computation, unlimited storage and unlimited bandwidth

– able to rewind your life backwards as a possibility

- human-like interaction and simulated realities

- model-based knowledge and decision processes

- coming singularity

– improving your vision by chips

– robotics combined into human bodies

- wikipedia asking the words – how does it affect the education systems….

- tacit knowledge value will decrease

- CES conference demonstrated

– mobile phone will be knowing the angle and video showing a menu of a restaurant into the video camera

Eric van Heck, RSM Erasmus University

-         Worlds of Work

-         not just one world, but multiple worlds are working even in your organization

-         younger generation is not interested in bureauratic organization under the rules and the regulations.

-         what is work?

-         how to make people happy?

-         how work changes

– early car manufacturing vs. advanced car manufacturing – fully automatized and processes

– psycial meeting vs. telepresence technology (Rotterdam – Shanghai)

– surgeon vs. ”Da Vinci” robot (surgeon remotely and automatically)

- why you are going to work?

- the Dutch productivity is not raising

- CO2 matters in the Netherlands, but still there is a lot of traffic

- driving forces:

– division of labour – Adam Smith 1776 still continuing

– creative destruction – transformation due to radical innovations – Joseph Schumpeter 1942

– transaction costs and role of technology – Tom Malone 2004

— decentralized – discrete

-         new media impact

– digitization

– connectivity

– globalization

-> agile temporary networks and distributed organization

- future of work – you are working in which

- dimensions of work

– workplace

– technology

– willingness to change

– trust

– empowerment

– job motivation

– work/life balance

– modularity

– task characteristics

– communication & cooperation

– mobility

– reward systems

-         productivity in the Netherlands in a very high level – De Unie, Rabobank were compared into Microsoft and identified to be at the same level

-         correlations — mobility linked to job flexibility, but context matters

-         6 personas showing characteristics shown from clusters based on the data

– two extremes: secretary and sales manager

- balancing art

– control – freedom

– working place – working space

– individual – team

- next generation knowledge

– mobility

– empowerment

– work-life balance

Matti Pohjola, Commentary

-         in order to have an impact of ICT, we should also invest in the organizational change

– like incentive systems, low hierarchies, networking and new ways of working

- productivity origins:

– multi-factor productivity growth in manufacturing of the new technology

– labour productivity growth

– spillovers from the reorganization of work

- not many enterprises using the ICT fully at the work

- we have yet seen the reorganization of work or factories, so the biggest change still lays ahead…

- productivity is going down therefore reorganization is needed…

- Strategic partnerships with customers are sought
- Global Workplace is changing
– 60 % of global work force retiring
– shortage of 15 million skilled people
– workers by 2010
- info now 2 x 72 hrs by 2010 will be obsolete
- English speakers will be in China
- years it to be reach an audience of 50 Million
– rapid transition
– 1 out of 8 couples met in the US met online
– more than 50 % of 21 years old have created the content
– more than 70 of US 4 year old have used PC
- the organization of the future in the new
– discontinuity of the market places have been looked out
– bottom-up organization
– every single individual
– many minds, better solutions
– chaos management – who is the first will succeed
— Saba gives discipline for the chaos by bringing new technology for supporting your success
— help organization to act faster for reacting for change
– from functional organization into process-oriented organization
— part-time organization, 75 % still in full-time
– organizing per project and per task so flexible workplace “boomerang” workforce
– dynamics required
- information architecture should be dynamic
- holistic approach has been put together for helping us to handle the chaos
– strategic processes
– operational processes
– people processes
— many questions in relation for people
—- how to find the right people? how to motivate? how to resource?
— people management platform
—- process standpoint, IT infrastructure standpoint and capability standpoint formed together
—- strategy view
- working and partnering with Fidelity, IBM and HP

- new features: – Blackberry info searching, Facebook / Saba user profile mash-up, Tool bars could be added into browsers added

- Cedis working within Teaching, Learning & Research using the following teams FU e-Learning Grants, External Guests, Authoring, Content Management System (CMS), e-Publishing open access, Learning Management System (LMS)

- The Dialect model presented - Learning Materials Workflow using multiple authors with different roles then edited and commented as well as stored into repository then utilized into LMS - in my view this is already past thinking

- e-Learning at a traditional university coordinated action plan going towards web 2.0 - media and design are important in nowadays learning

- multiplicator effect – allowing all the projects to develop and to implement their projects with small financial etc. support - dissemination of results has been helped by blogs and wikis - also utilization eLearning advisers proposing different approaches - different services provided for university students in different phases including blogs and wikis etc.

- web 2.0 — a combination of technologies: Ajax, RSS Feeds, social software, blogs and wikis, mashups, open API, creative commons licenses, podcasts, affiliation “the long tail” — it is a big step from web 1.0 into web 2.0

- there are still big challenges for traditional university to take new things in web 2.0 into use

Yrityssuomi.fi webservices, Jaana Lappi, Ministry of Trade and Industry

- 15 knowledge centers directed by 3 ministries, in the beginning of 2008 Ministry of Labour and Ministry of Trade and Industry

- webservices seen as a good tool for harmonizing the offering in order to reduce standard work of into eServices and then freeing more time to tailored customer service

- yritys.fi –services covers

– regional company services also covered — growing business services investing into the companies who have got a significant growing potential including customer account person model — innovation services

– how ideas could be commercialized into companies –universities

 – regional innovation services should be coordinated — internet and telephone service was combined as including a lot of synergy — expert register

– private business consulting services, public service providers

– potential for extranet services etc…

- currently in use www.yrityssuomi.fi now seen mainly as portal launched about 5 years ago http://www.enterprisefinland.fi/ with limited content in English — Fujitsu Net Services in use - new type of services do include analyses and tailored services including a business plan version — idea is that the company could create a business plan and modify it as well as invite experts for commenting and giving feedback — versioning is in use, using .pdf reporting — especially when a company is going international, the business plan will be reviewed and updated — target group: entrepreneurs, persons aimed entrepreneurs, SME companies, consultants, experts, coming entrepreneur generation: public school students and their teachers

- service proposition: — giving telephone service via one telephone number — trusted and up-to-date information and webservices — easy-to-use and confidentiality

- vision 2012: — full service environment incl. founding a company using eServices — a community of all the actors including both private and public expert services, companies + other communities

- strategic goals: — efficiency in customer services — organizations and their interest groups efficiency — process development and process direction efficiency — eServices — IT support — customer focus and locality aspect — knowing the customer and its business — using the right service portfolio — putting customer and service provider together - multi-channel approach - projects in progress: — eServices — eCustomer service development — customer account pilot for customer — Katso services in yrityssuomi.fi including taxation authority etc. — Telephony services — Service concept and content creation — English services — entrepreneurship training — expert pool — eBusiness — Communication — TiMe (IT as a success factor) seminar “eCustomer Services for Companies” — Joint newsletter — brand clarification — IT architectures — key word development — environment knowledge portal — regional views — technologymarkets

eLearning virtual world using Second Life, Kim Holmberg/Isto Huvila, Åbo Akademi

- 80 % of active Internet users will have a “Second Life” or equivalent in the virtual world by 2011 based on Gartner

- opened 2003 including 10 million users about 30000 logged into system at the same time

- 54% Europeans, average age 33 with 41% women, every day 1 Million USD spent

- avatars are highly emotional for the their users, so I am walking on the screen..

- immersive system reflecting the reality for example in discussion forum the group formed around the teacher without asking them to do that

- Åbo Akademi using since 1 year

- IBM using Secondlife as a video/webconferencing for their staff, because SecondLife is immersive and getting more attention. BMW is providing a test drive

- lecturing made via that - no with audio feature possible - when nearer to the speaker the audio is louder

- groupworking possible, visualizing and dramatizing like Trafalgar battle redramatizing, hospital surgeries reflected - a lot of possibilities

- all the issues built on the basic features using ball and bricket items

- survey results:

– moving,navigating,asking easy, and even discussion

– compared to face-to-face it was a little bit more difficult, a lot of funnier and easier to discuss with a lower threshold

– not clear view whether better, but better than typical LMSes

– group working - funny and with better results with the feeling making the things together

Processes renewed ! - Humap Tool making internal and customer processes more effective, Ilkka Mäkitalo, Development Manager, Humap Oy & Marja-Liisa Sarkki, training manager, Fintra

- training related for export companies owned by Finnish state

- own Fintra personnel planning training, but trainers coming business therefore the external consultants and business persons as trainers use the Humap tool for realizing the training programme

- people are learning together in groups using the tool

- using for show case studies

– students do act and show the knowledge by passing the tests or tasks

– creating plans for show case studies

– using Humap tool makes the things more effective showing the things with one view

- also used as a tool for internal Fintra development starting to develop the issues in PDP need then gradually growing for other issues also will be linked into the renewed intra

- Humap Oy tools do include: Humap Tool, Work Plays and Adobe Connect Pro

- principles:

– simplicity

– linking principle (face-to-face or at the network)

– process development (first rethinking and then going forward)

– restructuring the message

Safety Management with Digital Tools, Pieter-Jan Bots, EHSQ Manager, Group Management, Kemira Corporation

Teemu Kurppa, Jaiku

-  mobile things are developing fast

-  microblogging tool

– webbrowser application

– mobile phone application

Please see his slides at http://www.slideshare.net/kadewe/wolf-motivational-aspects-of-open-content-authoring . They were rather difficult to find. It is no worthful to rewrite the notes because he has shared the full presentation.