NATO commander says social networking needed for security. NATO Supreme Allied Commander Europe James Stavridis, left, urged a new era of “open-source security,” inviting TEDGlobal participants to friend him on Facebook. Adm Stavridis, who also tweets and blogs, spoke of the need for greater dialogue and partnerships between public and private sectors. He said that 21st century national security could “not be delivered solely from the barrel of a gun”. Offline partnerships, such as US troops teaching Afghan security forces to read or US navy ships offering medical services to the local communities, needed to be complemented with online dialogues on social networks, he said. Via BBC News Image source )

NATO commander says social networking needed for security. NATO Supreme Allied Commander Europe James Stavridis, left, urged a new era of “open-source security,” inviting TEDGlobal participants to friend him on Facebook. Adm Stavridis, who also tweets and blogs, spoke of the need for greater dialogue and partnerships between public and private sectors. He said that 21st century national security could “not be delivered solely from the barrel of a gun”. Offline partnerships, such as US troops teaching Afghan security forces to read or US navy ships offering medical services to the local communities, needed to be complemented with online dialogues on social networks, he said. Via BBC News Image source )

The fight to harness emerging technologies to improve the world . An accurate map of global power, influence, and connectedness would include a wide range of countries (orange), cities (blue), companies (yellow), and communities or other types of organizations (green), all of whom can form ties directly with each other. Via Fast Company Co.Exist: World changing ideas and innovation 

The fight to harness emerging technologies to improve the world . An accurate map of global power, influence, and connectedness would include a wide range of countries (orange), cities (blue), companies (yellow), and communities or other types of organizations (green), all of whom can form ties directly with each other. Via Fast Company Co.Exist: World changing ideas and innovation 

IBM Global CEO study charts the course of more social business

Leading through Connections

In speaking face-to-face with more than 1,700 CEOs, general managers and senior public sector leaders around the globe, we found these leaders confirming the fact that our new connected era is changing how people engage. 

How are CEOs responding to the complexity of increasingly interconnected organizations, markets, societies and governments? Key findings center on:

  • Empowering employees through values
  • Engaging customers as individuals
  • Amplifying innovation with partnership

The Global IBM CEO Study is available here, along with videos of CEO interviews and other information.

Open innovation for small to medium size companies

A Belgian study suggests finds ways to manage partners in open innovation networks:

1. Select the right partners: Open innovation succeeds only if a small/medium enterprise chooses partners well. Screen candidates: they need to have the same attitudes towards collaboration and risk.

2. Exercise leadership: The company that took the initiative to develop a new product should display clear leadership, organising and managing the innovation network.

3. Stay active: Inactivity is deadly for networks. Phasing, a sense of urgency and continuous progress are strong motivators. SMEs should set agendas and stimulate each other.

4. Rules matter: A well-oiled network increases the speed and productivity of innovation and strong leadership means disciplining partners that do not play by agreed rules and values.

5. Be open: Innovation partners need to communicate and report openly. They have to trust each other to charge a reasonable price for products or services to others in the network.

6. Aim for balance: Reconcile the needs of your company with management of the network – and keep your workers in the loop.

7. Size matters: It is easier to collaborate with partners of a similar size and small firms work well together because they have similar decision-making processes, financial limitations, approaches to innovation and business cultures. But they also need to have similar ambitions.

8. Control costs: Different partners are preoccupied with their own parts of the project and send invoices to the central firm. Make sure costs do not soar. Set priorities with partners.

9. Never stop learning: The central company in an innovation network must know partner’s competencies inside out. When partners hit a problem, it should know who can solve it.