Leading in a connected world2018-09-21T21:48:32+00:00

SEMINAR:

Leading in a connected world

Exec­u­tive short program, BI
November 6. and December 6. 2018

BI School of Business and JOIN21 invite leaders to better understand the importance of networks

The future of the competitive landscape is about understanding and leading organizational networks, and less and less about the traditional hierarchies. Managers need to understand how networks work and create environments for interaction that promote efficiency and innovation.

SIGN UP HERE

This seminar uses theo­ries, models and frame­works to map and under­stand networks in orga­ni­za­tions. It will intro­duce a prac­tical frame­work that include insights on how networks work within your orga­ni­za­tion, and inter­pre­ta­tions and analysis of networks in partic­i­pating orga­ni­za­tions.

Key insights

The manage­ment focused seminar provides leaders with insights on how they can work with networks in rela­tion to value creation. We focus on key areas such as exper­tise, deci­sion patterns and inno­va­tion in the respec­tive orga­ni­za­tion, including:

  • What a network-based orga­ni­za­tion is
  • To what extent your orga­ni­za­tion has mobi­lized knowl­edge through networks and uses it
  • How to facil­i­tate network-based value creation in your own busi­ness

After the course, partic­i­pants will be left with unique insights that under 10% of managers have world­wide. Under­standing networks, analysis of networks within their own busi­ness (the assump­tion that data can be procured), and specific recom­men­da­tions on how to go forward to create and leverage existing and new networks inter­nally and with customers and part­ners.

BI

SEMINAR:

Leading in a connected world

Exec­u­tive short program, BI
November 6. and December 6. 2018

BI og JOIN21

BI School of Business and JOIN21 invite leaders to better understand the importance of networks

The future of the competitive landscape is about understanding and leading organizational networks, and less and less about the traditional hierarchies. Managers need to understand how networks work and create environments for interaction that promote efficiency and innovation.

SIGN UP HERE

This seminar uses theo­ries, models and frame­works to map and under­stand networks in orga­ni­za­tions. It will intro­duce a prac­tical frame­work that include insights on how networks work within your orga­ni­za­tion, and inter­pre­ta­tions and analysis of networks in partic­i­pating orga­ni­za­tions.

Key insights

The manage­ment focused seminar provides leaders with insights on how they can work with networks in rela­tion to value creation. We focus on key areas such as exper­tise, deci­sion patterns and inno­va­tion in the respec­tive orga­ni­za­tion, including:

  • What a network-based orga­ni­za­tion is
  • To what extent your orga­ni­za­tion has mobi­lized knowl­edge through networks and uses it
  • How to facil­i­tate network-based value creation in your own busi­ness

After the course, partic­i­pants will be left with unique insights that under 10% of managers have world­wide. Under­standing networks, analysis of networks within their own busi­ness (the assump­tion that data can be procured), and specific recom­men­da­tions on how to go forward to create and leverage existing and new networks inter­nally and with customers and part­ners.

A case in the process

The chal­lenge: How to balance a distrib­uted orga­ni­za­tion with 115 retailers?

It’s a lot about utilizing the capacity through improved knowl­edge sharing, connecting experts and managers, and improve collab­o­ra­tion with key part­ners and customers. Telering a leading distri­b­u­tion channel for IT and mobile solu­tions for compa­nies in Norway and has 550 employees over 110 dealers in the entire country.

Trond Voll
How it was solved …

Telering started with a network analysis that included employees, retailers and part­ners focusing on infor­ma­tion flow, exper­tise, energy and deci­sions.

Simul­ta­ne­ously piloting the new collab­o­ra­tion service, Work­place from Face­book. Insights from the network analysis showed a distinct silo struc­ture. The analysis was also key to launch Work­place smart by using central experts and knowl­edge agents, i.e. those that attach isolated groups to the core.

The insight has great signif­i­cance for the new manage­ment team taking Telering to the next level. Recently Telering decided to include 40 new dealers and 150 new employees. For the CEO it was natural to schedule a new network survey to see how the new co-workers inter­acted or not, and to take advan­tage of the insights to facil­i­tate the merger in a smart way.

Employee inter­ac­tion before Work­place.
A silo oriented orga­ni­za­tion, nor much knowl­edge moving.

Employee inter­ac­tion before Work­place AFTER 3 months.
Knowl­edge flow has created value and more drivers.

Trond Voll
A case in the process

The chal­lenge: How to balance a distrib­uted orga­ni­za­tion with 115 retailers?

It’s a lot about utilizing the capacity through improved knowl­edge sharing, connecting experts and managers, and improve collab­o­ra­tion with key part­ners and customers. Telering a leading distri­b­u­tion channel for IT and mobile solu­tions for compa­nies in Norway and has 550 employees over 110 dealers in the entire country.

How it was solved …

Telering started with a network analysis that included employees, retailers and part­ners focusing on infor­ma­tion flow, exper­tise, energy and deci­sions.

Simul­ta­ne­ously piloting the new collab­o­ra­tion service, Work­place from Face­book. Insights from the network analysis showed a distinct silo struc­ture. The analysis was also key to launch Work­place smart by using central experts and knowl­edge agents, i.e. those that attach isolated groups to the core.

The insight has great signif­i­cance for the new manage­ment team taking Telering to the next level. Recently Telering decided to include 40 new dealers and 150 new employees. For the CEO it was natural to schedule a new network survey to see how the new co-workers inter­acted or not, and to take advan­tage of the insights to facil­i­tate the merger in a smart way.

Employee inter­ac­tion before Work­place.
A silo oriented orga­ni­za­tion, nor much knowl­edge moving.

Employee inter­ac­tion before Work­place AFTER 3 months.
Knowl­edge flow has created value and more drivers.

The Program

The seminar combines research insights with cases, exam­ples and find­ings in the partic­i­pants own orga­ni­za­tions.

  • What is network-based value creation?
  • Lead­er­ship role in network-based orga­ni­za­tions
  • Cases and exam­ples of networked orga­ni­za­tions
  • Mapping and inter­pre­ta­tion of networks in your line of busi­ness
  • Inter­pre­ta­tion and analysis of network struc­tures in partic­i­pating orga­ni­za­tions
  • Discus­sion of measures to support network-based inter­ac­tion and inno­va­tion

Before seminar

Review arti­cles and clarify needed criteria for conducting a survey in the company.

Day 1: Organization, leadership, environment

Date: 06/11/18, Place: BI School of Busi­ness. Time: 09.00 – 16.00

  • Welcome and intro­duc­tion to the program
  • Presen­ta­tion of the seminar facil­i­ta­tors, the partic­i­pants and their expec­ta­tions
  • What is network-based value creation and what does it mean for your busi­ness and industry? (Illus­tra­tion by a prac­tical case.)
  • Knowl­edge networks — basic concepts, methods of mapping, signif­i­cance, effects
  • Lunch at the BI Restau­rant
  • What are the core chal­lenges of your orga­ni­za­tion?
  • What are the view you have about how the networks look like?

Work to day 2

Between Day 1 and 2, the manage­ment team, along with their closest leaders docu­ment how they think the networks in their orga­ni­za­tion look like and work.

During this period, finalize a short version of the network analysis to company employees (a random selec­tion) which forms the basis of day 2.

Day 2: Networking and your organization

Date; 06/12/2018 Place: BI — School of Busi­ness. Time: 09.00 – 16.00

  • Here’s how your orga­ni­za­tion looks: network analysis results.
  • What does the insights mean for you as a leader
  • How are you going to do some­thing different (e.g. new groups that need to talk together because they’re going to do some­thing they haven’t done before)
  • What will the value be if you did this with customers and part­ners?

On the closing day of the program, we will link the threads from the entire seminar and provide a foun­da­tion for action to imple­ment in your own activ­i­ties. We process the network analyses results from the partic­i­pating compa­nies. Demon­strate and discuss knowl­edge flow and infor­ma­tion networks in the compa­nies, and discuss how to exploit this knowl­edge to improve produc­tivity- and inno­va­tion initia­tives.

Who is the seminar for?

The seminar is for forward leaning leaders that are looking for an edge, and want to be among the 10% leaders glob­ally that under­stand their orga­ni­za­tion as a network. It is for orga­ni­za­tions that need and wants to under­stand how knowl­edge exchange occurs in their own orga­ni­za­tion, and how they can use existing and new networks to promote produc­tivity and inno­va­tion.

We will process internal anonymized infor­ma­tion about the indi­vidual company, so we can maxi­mize learning and learn across orga­ni­za­tions. There­fore, the course will be limited to 5 orga­ni­za­tions (which may not be competi­tors), and each orga­ni­za­tion have to partic­i­pate with 2 people of which at least 1 from manage­ment.

It is possible to do the course company specific for those who want this, but the learning bene­fits are greater when meeting other leaders and inter­preting and comparing networks across.

Seminar cost

It is impor­tant that a minimal of two people from each orga­ni­za­tion partic­i­pates to ensure good reflec­tions concerning working with networks. The invest­ment is at 29.900, — NOK pr. partic­i­pant for the first two people. There is a maximum of four partic­i­pants allowed from each orga­ni­za­tion. The invest­ment for the third and fourth indi­vidual is at 14.900 pr. partic­i­pant. The company will get network­analysis included which is valued at 75 000,- NOK.

Preperations

To increase the prac­tical useful­ness of the course and to ensure inte­gra­tion between the program and your own everyday life It is impor­tant that you:

  • Clar­i­fies any routines in rela­tion to an enter­prise Survey
  • Exam­ines how you can provide email addresses of the employees
  • Anchor ambi­tions with the key actors to be involved (Senior manage­ment, func­tional manage­ment, or other special­ists)
  • Commu­ni­cate that it is an oppor­tu­nity to anonymize the company exam­ples used in the course
  • Use this oppor­tu­nity to allow you and your orga­ni­za­tion to have the greatest possible learning benefit of a unique and inten­sive seminar.
SIGN ME UP

The Program

The seminar combines research insights with cases, exam­ples and find­ings in the partic­i­pants own orga­ni­za­tions.

  • What is network-based value creation?
  • Lead­er­ship role in network-based orga­ni­za­tions
  • Cases and exam­ples of networked orga­ni­za­tions
  • Mapping and inter­pre­ta­tion of networks in your line of busi­ness
  • Inter­pre­ta­tion and analysis of network struc­tures in partic­i­pating orga­ni­za­tions
  • Discus­sion of measures to support network-based inter­ac­tion and inno­va­tion

Before seminar

Review arti­cles and clarify needed criteria for conducting a survey in the company.

Day 1: Organization, leadership, environment

Date: 06/11/18, Place: BI School of Busi­ness. Time: 09.00 – 16.00

  • Welcome and intro­duc­tion to the program
  • Presen­ta­tion of the seminar facil­i­ta­tors, the partic­i­pants and their expec­ta­tions
  • What is network-based value creation and what does it mean for your busi­ness and industry? (Illus­tra­tion by a prac­tical case.)
  • Knowl­edge networks — basic concepts, methods of mapping, signif­i­cance, effects
  • Lunch at the BI Restau­rant
  • What are the core chal­lenges of your orga­ni­za­tion?
  • What are the view you have about how the networks look like?

Work to day 2

Between Day 1 and 2, the manage­ment team, along with their closest leaders docu­ment how they think the networks in their orga­ni­za­tion look like and work.

During this period, finalize a short version of the network analysis to company employees (a random selec­tion) which forms the basis of day 2.

Day 2: Networking and your organization

Date; 06/12/2018 Place: BI — School of Busi­ness. Time: 09.00 – 16.00

  • Here’s how your orga­ni­za­tion looks: network analysis results.
  • What does the insights mean for you as a leader
  • How are you going to do some­thing different (e.g. new groups that need to talk together because they’re going to do some­thing they haven’t done before)
  • What will the value be if you did this with customers and part­ners?

On the closing day of the program, we will link the threads from the entire seminar and provide a foun­da­tion for action to imple­ment in your own activ­i­ties. We process the network analyses results from the partic­i­pating compa­nies. Demon­strate and discuss knowl­edge flow and infor­ma­tion networks in the compa­nies, and discuss how to exploit this knowl­edge to improve produc­tivity- and inno­va­tion initia­tives.

Who is the seminar for?

The seminar is for forward leaning leaders that are looking for an edge, and want to be among the 10% leaders glob­ally that under­stand their orga­ni­za­tion as a network. It is for orga­ni­za­tions that need and wants to under­stand how knowl­edge exchange occurs in their own orga­ni­za­tion, and how they can use existing and new networks to promote produc­tivity and inno­va­tion.

We will process internal anonymized infor­ma­tion about the indi­vidual company, so we can maxi­mize learning and learn across orga­ni­za­tions. There­fore, the course will be limited to 5 orga­ni­za­tions (which may not be competi­tors), and each orga­ni­za­tion have to partic­i­pate with 2 people of which at least 1 from manage­ment.

It is possible to do the course company specific for those who want this, but the learning bene­fits are greater when meeting other leaders and inter­preting and comparing networks across.

Seminar cost

It is impor­tant that a minimal of two people from each orga­ni­za­tion partic­i­pates to ensure good reflec­tions concerning working with networks. The invest­ment is at 29.900, — NOK pr. partic­i­pant for the first two people. There is a maximum of four partic­i­pants allowed from each orga­ni­za­tion. The invest­ment for the third and fourth indi­vidual is at 14.900 pr. partic­i­pant. The company will get network­analysis included which is valued at 75 000,- NOK.

Preperations

To increase the prac­tical useful­ness of the course and to ensure inte­gra­tion between the program and your own everyday life It is impor­tant that you:

  • Clar­i­fies any routines in rela­tion to an enter­prise Survey
  • Exam­ines how you can provide email addresses of the employees
  • Anchor ambi­tions with the key actors to be involved (Senior manage­ment, func­tional manage­ment, or other special­ists)
  • Commu­ni­cate that it is an oppor­tu­nity to anonymize the company exam­ples used in the course
  • Use this oppor­tu­nity to allow you and your orga­ni­za­tion to have the greatest possible learning benefit of a unique and inten­sive seminar.
SIGN ME UP
Featured Articles

We will give you recom­men­da­tions with regard to books and arti­cles for further immer­sion during the course. It’s an advan­tage if you’re looking through aRtik­lene under in prepa­ra­tion for the course.

Experts and seminar leaders
Ragnvald Sannes

Ragnvald Sannes

Senior Lecturer — Depart­ment of Strategy and Entre­pre­neur­ship

Sannes holds a Licen­tiate Degree in Busi­ness Admin­is­tra­tion from Stock­holm School of Economics and a master of Science in Economics and Manage­ment from BI Norwe­gian School of Manage­ment. He works within the area of Infor­ma­tion Tech­nology Manage­ment and focus on the rela­tion­ship between busi­ness and infor­ma­tion tech­nology. He does research, speaking and advi­sory consulting within these issues.

Espen Andersen

Asso­ciate Professor — Depart­ment of Strategy and Entre­pre­neur­ship

Andersen is Asso­ciate Professor with the Depart­ment of Strategy at BI Norwe­gian Busi­ness School (www.bi.no). Based in Oslo, Norway, he has done research on topics such as tech­nology strategy, mobile busi­ness, elec­tronic commerce, knowl­edge manage­ment, learning tech­nolo­gies, digital busi­ness strategy and CIO-CEO inter­ac­tion. He is one of two Direc­tors of the BI Center for Digi­ti­za­tion and a former Director of the BI Center for Tech­nology Strategy.

Henrik Bentzen

Henrik Bentzen

CO-founder and COO, JOIN21

Worked for Tand­berg glob­ally. Diving instructor in Asia. 22 years at Telenor with large IT programs. Head of Way of Work, a change manage­ment program in Telenor Group. Busi­ness devel­op­ment and product manager in Telenor Cloud Services.

I have always been working glob­ally. Over my years with Telenor I have lead, driven, and contributed to several top manage­ment “digital” related change programs and invest­ments.”

Get in touch — henrik[a]join21.com

Jan Taug

Founder and CEO, JOIN21

12 years in startup/venture. PHD from USA, worked with EU, OECD, UN. Post doc research. 10 years Assoc. professor at BI, Insti­tute for Entre­pre­neur­ship and Strategy. 10 years manage­ment expe­ri­ence from Telenor Group.

“I have worked with tech­nology busi­nesses as a serial entre­pre­neur and venture capi­talist for more than 12 years and changed focus from “venture capital to intel­lec­tual capital”. Imple­mented my PhD work to glob­alize a telco, and built a cloud services company to 100 MNOK. Now devoted to help people and orga­ni­za­tions thrive in an increas­ingly connected world”

Get in touch — jan[a]join21.com

SIGN ME UP
Featured Articles

We will give you recom­men­da­tions with regard to books and arti­cles for further immer­sion during the course. It’s an advan­tage if you’re looking through aRtik­lene under in prepa­ra­tion for the course.

Experts and seminar leaders
Ragnvald Sannes

Ragnvald Sannes

Senior Lecturer — Depart­ment of Strategy and Entre­pre­neur­ship

Sannes holds a Licen­tiate Degree in Busi­ness Admin­is­tra­tion from Stock­holm School of Economics and a master of Science in Economics and Manage­ment from BI Norwe­gian School of Manage­ment. He works within the area of Infor­ma­tion Tech­nology Manage­ment and focus on the rela­tion­ship between busi­ness and infor­ma­tion tech­nology. He does research, speaking and advi­sory consulting within these issues.

Espen Andersen

Asso­ciate Professor — Depart­ment of Strategy and Entre­pre­neur­ship

Andersen is Asso­ciate Professor with the Depart­ment of Strategy at BI Norwe­gian Busi­ness School (www.bi.no). Based in Oslo, Norway, he has done research on topics such as tech­nology strategy, mobile busi­ness, elec­tronic commerce, knowl­edge manage­ment, learning tech­nolo­gies, digital busi­ness strategy and CIO-CEO inter­ac­tion. He is one of two Direc­tors of the BI Center for Digi­ti­za­tion and a former Director of the BI Center for Tech­nology Strategy.

Henrik Bentzen

Henrik Bentzen

CO-founder and COO, JOIN21

Worked for Tand­berg glob­ally. Diving instructor in Asia. 22 years at Telenor with large IT programs. Head of Way of Work, a change manage­ment program in Telenor Group. Busi­ness devel­op­ment and product manager in Telenor Cloud Services.

I have always been working glob­ally. Over my years with Telenor I have lead, driven, and contributed to several top manage­ment “digital” related change programs and invest­ments.”

Get in touch — henrik[a]join21.com

Jan Taug

Founder and CEO, JOIN21

12 years in startup/venture. PHD from USA, worked with EU, OECD, UN. Post doc research. 10 years Assoc. professor at BI, Insti­tute for Entre­pre­neur­ship and Strategy. 10 years manage­ment expe­ri­ence from Telenor Group.

“I have worked with tech­nology busi­nesses as a serial entre­pre­neur and venture capi­talist for more than 12 years and changed focus from “venture capital to intel­lec­tual capital”. Imple­mented my PhD work to glob­alize a telco, and built a cloud services company to 100 MNOK. Now devoted to help people and orga­ni­za­tions thrive in an increas­ingly connected world”

Get in touch — jan[a]join21.com

SIGN ME UP

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