The role of a super connector

The Role of a Super
Connector
21st Century Leadership

Abstract

This essay makes the case for the role of a Super Connector in large organisations whose sole responsibility is to
create the same levels of connectivity, collaboration and productivity achieved by open source movements,
conversational software and social media platforms. It recognises the need for evolution rather than revolution
and most importantly describes the end game, and the implications for leadership, employees, revenue,
stakeholder return and market valuation.

Author: Leon Benjamin
Date: 21ST September 2009
Version 1.0

The Role of a Super Connector

TABLE OF CONTENTS

1 Introduction ................................................................................................... 3
2 What is a Super Connector? ............................................................................ 5
3 Super Connectors: The Value Proposition ....................................................... 7
4 The Value of Intangibles - Outbound Deliverables .......................................... 8
5 People On Demand - Inbound Deliverables ..................................................... 9
6 The Big Picture...............................................................................................11

21st Century Leadership 4-Sep-09 2 -2-


1 Introduction

The horrific events of September 11th and their aftermath, including war, restricted mobility, big
government, and fear. The banking crisis, crippled economies, the shift of economic power to the
East, pandemic flu, climate change, peak oil, the war on terror, the emergence of social networks the
size of continents, a black US president. When will things get back to normal? They are. This is the new
normal.

Business and government aren’t structured or designed to cope with this rate of change and it’s
apparent even to ‘the man in the street’ they’ve struggled to understand, react and adapt to a
seemingly endless stream of social, economic and political crises, many of which don’t even arise in
their own countries.

In business, entire industry sectors have seen much of their value destroyed by upstarts using cheap,
open source technology, offshore software development and financial support from visionary venture
capitalist firms. Some parts of the media industry in particular have experienced massive destruction
in value, most significantly by the omnipresence of file sharing networks. TV, print and broadcast
based advertising in general are in decline and the next generation of consumers simply aren’t
interested in it, almost exclusively preferring peer recommendation. Even the porn industry has been
eclipsed by social networks and social media sites, now the most visited web sites on the planet.

Mass action and mass participation enabled by internet mediated social software has forced political
u-turns, embarrassing corporate climb downs, regime change, and put presidents into office. The
biggest story of the 21st century is the realisation that a 2000 year old model of centralised, command
and control organisation is unable to adapt to an ‘outside world’ that is increasingly network centric
and decentralised. It isn’t fit for purpose. It’s that simple.

This essay makes the case for the role of a Super Connector in large organisations whose sole
responsibility is to create the same levels of connectivity, collaboration and productivity achieved by
open source movements, conversational software and social media platforms. It recognises the need
for evolution rather than revolution and most importantly describes the end game, the end state; and
the implications for leadership, employees, revenue, stakeholder return and market valuation.

Before we start, it’s worth taking a look at this table. It describes the differences between the old
industrial economy and the new network economy. Clearly we’ve been in transition for some time
and few people would argue against the new economy trends. However, it doesn’t convey the sheer
speed at which markets are changing and whilst most organisations can rightly claim they’re ‘living
and breathing’ the new economy, many struggle to keep up.

Productive professionals make big enterprises competitive, yet these employees increasingly find their
work obstructed. Creating and exchanging tacit knowledge through interaction with their professional
peers internally and externally is ‘what they do’. Yet most of them squander endless hours searching
for the knowledge and access to people they need, even when it resides in their own companies.

Mckinsey reported in 2005, “Each upsurge in the number of professionals who work in a company
leads to an almost exponential—not linear—increase in the number of potential collaborators and
unproductive interactions. Many leading companies now employ 10,000 or more professionals, who
have some 50 million potential bilateral relationships. The same holds true for knowledge: searching
for it means trying to find the person in whose head it resides, because most companies lack working
"knowledge markets."

One measure of the difficulty of this quest is the volume of global corporate e-mail, up from about 1.8
billion a day in 1998 to more than 17 billion a day in 2004. As finding people and knowledge becomes
more difficult, social cohesion and trust among professional colleagues declines, further reducing
productivity”.



Table 1 - The Network Economy
ISSUES OLD ECONOMY NEW ECONOMY
ECONOMY
Markets Stable Dynamic
Scope of competition National Global
Organisational form Hierarchical, bureaucratic Networked
Structure Manufacturing core Services core
Climate Change What’s that? Economy as a wholly owned
subsidiary of the environment
Source of value Raw materials, physical capital Human and social capital
BUSINESS
Organisation of production Lower cost through economies Flexible production, peer-to-
of scale peer, open source
Key drivers of growth Capital/labour Innovation/knowledge
Key technology driver Mechanisation Digitisation
Source of competitive Lowering cost through Innovation, quality, just-in-time
advantage economies of scale along the whole supply chain
Importance of Low-moderate High
research/innovation
Relations with other firms Go it alone Alliances and collaboration
('winning by sharing')
CONSUMERS
Tastes Stable Changing rapidly (promiscuous)
Skills Job specific skills Broad skill & adaptability
Education needs Craft, skill, degree, one of Lifelong learning, collaboration
requirement and communications skills
Workplace relations Adversarial Collaborative
Nature of employment Stable Risk & opportunity, fractional
GOVERNMENT
Business-government relations Impose regulations Encourage growth opportunities
Regulation Command and control Decentralised, transparent
Government services Nanny state Enabling state

The traditional theory of the firm was about the unitary, rational actor that more or less controls all
the pieces of the puzzle that it needs in order to produce its outputs but today global companies are a
part of a huge set of interlinked networks across the planet, creating value by any means necessary,
no longer constrained by hierarchical relations and boundaries. Crucially, there’s been very little
innovation in labour models, transparency and the decentralisation of decision making, the hallmarks
of network centricity, that enable an organisation to innovate and change before the case for change
becomes desperately obvious.

Major problem solving activities and the creation of new ideas is still the reserve of a small number of
people at the top who lack the diversity of inputs needed to come up with the kind of innovation that
enables the organisation to compete.

The future of an organisation is as much about the nature of its issues, as it is about its capacity to
invent social structures able to solve them. That’s why social software is at its most transformative
inside the organisation and the implications for its performance, sustainability, value and long term
survival, are far reaching.

Enter the role of the Super Connector – the guardian of an organisation’s DNA, it’s personality, it’s
heart beat – a collective, collaborative group that creates a social fabric in which peer-to-peer
production can occur; a form of production that brings with it unimaginable levels of value creation.



2 What is a Super Connector?

The term Super Connector refers to a group, a single entity. In traditional terms it’s a function like IT,
finance and other shared services. It has a leader but not with the word ‘chief’ in their job title, as in Chief
Listening Officer or Chief Network Officer because ‘chief’ implies and re-enforces the very command-and-
control behaviours a Super Connector seeks to change. Network Leader is more appropriate because
leaders get their support and power from the ‘bottom’ of the organisation where as chiefs and managers
get theirs from the ‘top’.

For the purpose of this essay Super Connector refers to both the role as Network Leader and a functional
group that delivers a portfolio of network services to the organisation, its partners and suppliers. It must
have a wide range of technical and social (or community management) capabilities if it is to create value for
the organisation.

Figure 1- Super Connector Capabilities

The Human Resources (HR) function is traditionally responsible for pay & rewards, regulatory
compliance, and talent acquisition. Given how much of this is outsourced, one has to wonder exactly
what role HR has to play in a networked economy. The most visionary HR professionals will see their
role as the sponsor of a Super Connector that serves and joins up the core silos that exist in all large
organisations. HR functions have to evolve into active enablers of knowledge flow and connectivity
across the entire business ecosystem or risk consigning themselves to a bit part in the 21 st century
organisation, where HR may well come to stand for Hardly Relevant.

An internal technical capability is critical because if you can’t build real social sharing applications for
your own people, you can’t begin to understand why it changes their behaviour. Why would anyone
want to outsource these insights to a third party? Of course partner with specialist agencies, but
responsibility has to be taken for service design at a technical level to ensure compatibility, ease of



integration with existing systems, and data analysis – the value of which cannot be over stated. If an
organisation insists upon subject matter experts for new HR and Finance systems, why shouldn’t it do
the same for social media applications? The mandatory areas of in-house technical competencies are;

Social software development. Whilst it’s preferable to work with partners on software development,
it’s equally important to have the capability to respond to internal needs for tools that are specific to
the business. The development of these tools need developers co-located with subject matter experts
such that short term anomalies and trends can be exploited ‘on the fly’. Without this, 21 st century
organisations cannot adapt and cope with the rate of change. Expertise in open source software
engineering, social media, data security and integrity, application integration and infrastructure are a
minimum.

User Experience Design (UXD). There’s an interesting consensus emerging in HR and IT circles that
current end user applications are not sufficiently productive and easy to use as the web, gaming and
mobile applications the next generation of employees (so called generation Y) have grown up with.
This restricts the organisation’s ability to attract and retain new talent who prefer to work in smaller
companies that allow them to use these (cool) applications. I’ve worked recently in one global brand
that is unashamedly proud of a mainframe based room booking application that’s so complicated to
use, even the most experienced end user needs administrative support to operate it. Unbelievably
they’re happy to pay for expert resource to operate the application on behalf of busy project
managers instead of just retiring it and this posture speaks volumes about this brand’s commitment to
enriching its employee experience. Apple Mac and iPhone applications are releasing explosive
creativity, so why this can’t be achieved inside the organisation? In-house UX Designers and
Information Architects can dramatically reduce the cost of IT application support by adopting (and
improving) the support models used by the big social media platforms.

Change Management. Execution is everything. Rigorous project management and agile software
development practices are non-negotiable. Without professional, timely delivery of operationally
robust applications, there is no credibility for the Super Connector which must be seen to ‘walk the
walk’ as well as ‘talk the talk’.

Data Analytics. The value of data derived from customer and employee interactions, in terms of their
behaviours and preferences provide the organisation with the ability to predict demand for new
products, tools and services whilst at the same time, drastically reducing the risk of getting it wrong
when they’re made a reality. Resources are needed to continuously analyse information ‘from the
front’ and disseminate it throughout the organisation. This provides an essential positive feedback
loop to the entire organisation that stimulates the changes in attitude and behaviour it seeks.

Social competencies refer to ‘soft skills’, emotional intelligence and the capability to create and
sustain communities of practice and include;

Communications. The Super Connector must understand the organisation’s internal communications
infrastructure and be able to leverage it, programmatically if necessary (for example Microsoft
Exchange, intranet servers, Blackberry servers). This includes how people receive, transmit and
organise their data through shared network drives and email folders and how the organisation delivers
information to end users in set piece forums and meetings – business rhythms.

Community Management & Facilitation. Real value comes less from managing knowledge and
more—a lot more—from creating and exchanging it. Etienne Wenger, the ‘father’ of the academic
study of online communities “is an educational theorist and practitioner, best known for his more
recent work in the field of communities of practice. Wenger holds that learning is an inherently social
process and that it cannot be separated from the social context in which it happens” (source:
Wikipedia). Community managers facilitate and accelerate professional and social exchange, and
enable employees to establish a bond of common experiences and challenges, and build networks of
relationships which are leveraged offline. Skills in creating, moderating and sustaining communities of
practice internally and externally are vital to the overall success of the Super Connector.



Networks & Connectors. This includes a wide range of activities but at its core is responsible for
finding connectors, influencers and agents of change across the organisation. A range of services
should be provided from social network analysis (finding knowledge experts and influencers by mining
email and telephone connections) to stimulating and hosting offline forums and events.

In summary;

The Super Connector is a network. A network with ‘clue’ and the ability to execute. It’s not a single
person, although does have a leader, but instead a group of people dedicated to delivering services
that extract untold value from existing resources. In effect, ‘doing better with less’. But it does need
the same level of investment as any other strategic shared service. In return, the Super Connector can
bring about profound measurable organisational benefits in revenue, productivity and the cost base.
So what’s the value proposition?

3 Super Connectors: The Value Proposition

All programmes of change need clearly defined goals, an end state that defines ‘what good looks like’
but the rationale for a Super Connector needs a business case in its own right. There may be several
business goals but the two key absolute minimum goals that define the value proposition and make
the case for a Super Connector are;

1. Increasing the value of intangible assets. Getting to a point where accountants and
economists can agree how to accurately measure the value of good will and relationship
capital. This can bring about a step change in the valuations of organisations regardless of
type in an ethical, authentic, and transparent way. A way we can all trust right?

2. An on-demand network of resources, or ‘people on demand’. Deriving a larger proportion of
the workforce from reliable, freelance networks of portfolio workers who seek different
models of work/life balance (eBay for work is coming soon!). For many organisations where
huge numbers of retirees are walking away with thousands of years of tacit knowledge this is
the only way to keep tapped into them by providing a platform on which their knowledge can
be accessed in exchange for fractional models of work and pay.

Figure 2 – Strategic Goals



4 The Value of Intangibles - Outbound Deliverables

If you really think about the network economy, it’s about a shift from the physical to virtual in terms of what
is actually valuable. With Google it’s clicks, with Facebook and Twitter it’s number of active accounts and
the value of the data they generate. Even bricks and mortar businesses recognise the value of online
reputation and even pay specialist service providers to help them manage it. Customer communities, and
their collective wisdom, are creating disproportionate value in product and service co-creation, in some
cases taking a third of the cost out of research & development activities.

Revenue is being derived from digital assets and in particular software APIs that allow third parties to re-use
and rebrand an organisation’s service to exhibit their own identity. This evolution from hard assets
(machinery) to intangible assets (digital and relationship capital) changes the way an organisation interacts
with its markets and there is enough evidence and research to suggest that one day they will become
balance sheet items (or perhaps the new EBITDA?). The outbound activities of the Super Connector are by
definition market facing and revenue generating and arguably carry the most risk if things go wrong. So
why do so many organisations outsource the management of their customer conversations (and their
personalities) to third party agencies?

Figure 3 - Outbound Deliverables

Doc Searls, one of the authors of the seminal Cluetrain Manifesto said recently;

“Think of markets as three overlapping circles: Transaction, Conversation and Relationship. Our financial
system is Transaction run amok. Metastasized. Optimized at all costs. Impoverished in the Conversation
department, and dismissive of Relationship entirely. We’ve been systematically eliminating Relationship for
decades, excluding, devaluing and controlling human interaction wherever possible, to maximize efficiency
and mechanization.”



We’ve all been touched by the global financial crisis and nowhere more is the impact of a transactional
approach leading to systemic organisational failure exposed for all to see in the banking industry. In other
industries (airlines, car), companies have failed to engage their stakeholders and customers and involve
them in the value creation cycle. Ford spent $8bn on R&D in 2005 and made a loss of $17bn in 2006. The
culture of ‘not invented here’, an inherent fear of their markets, and incentives that reward individual
triumph ahead of collective effort, prevent the best ideas and practical solutions from bubbling up from
anywhere in the ecosystem – at the cost of the very survival of the organisation.

One of the Cluetrain Manifesto statements says; we’ve got some ideas for you too: some new tools we
need, some better service. Stuff we'd be willing to pay for. Got a minute? What happens when a brand
diverts a small fraction of its marketing budget to fund a tool like Twitter or Friendfeed? Would it need to
spend millions on internet advertising ever again?

Brands just need to go ‘out there’ and solve problems for people and make them strong and connected.
For example, banks should match customers with second homes abroad to other customers who they
know can afford to rent them and make the transaction easy for both parties. Drinks companies like Red
Bull who target the very demographic that is most sensitive to unemployment should be diverting some of
their marketing budget to help them back to work, and TV companies should be asking their audiences to
generate new formats (for programmes) – what if they could come up with ideas as successful as Big
Brother, every month? There is demand for dozens of web tools and mobile apps to be invented to make
people’s lives easier that cost a fraction of the marketing budget. Consumers don’t need to be persuaded to
consume, they just need the task of consuming to be made easier for them.

In Britain, 7 million people are economically active between 6pm and 9am (the next day) and rising. Who’s
at the office at this time to engage these customers? By being in a constant dialogue with their markets
brands will find their next best selling product, discover what their customers actually want and eventually
become part of their cycle of need in an open, authentic way. Whether you like it or not the reality is that a
social web is being spun.

One person (Chief Listening Officer) cannot sustain, marshal and manage conversations and initiatives on
this scale. Multi-disciplinary and multi-agency collaboration is the only way with the Super Connector
orchestrating the activities and providing the tools and services that enable and measure the value of
intangible assets.

5 People On Demand - Inbound Deliverables

Statistics on global labour markets in recent years have been truly spectacular and there’s little doubt
massive upheaval in the very nature, mode and pattern of work is taking place, setting up what
observers increasingly describe as a Perfect Labour Storm. In his book, The World is Flat, Thomas
Freidman reveals the impact of 1.5 billion people added to the global labour pool in the last 20 years
and recent US research (cf Prof Alan Binder) estimates 30-40 million ‘high end’ white collar jobs could
be lost within the next generation. There are estimates of 60 million PhD students in Asia by 2015,
31% of UK workforce retiring in the next 5 years, and in the US one-fifth of the country's large,
established companies will lose 40 percent or more of their top level talent in the next five years.

In Japan, 30% of the adult work force is made up of temporary workers. Twenty years ago full, lifetime
employment was a birth right, a given for everyone, but a decade of flat economic growth, zero
percent interest rates (interestingly an economic crisis also triggered by cataclysmic falls in the value
of real estate and hidden toxic corporate debt), low birth rates and increased longevity have created a
perfect labour storm where current research predicts that only 1 in 2 (yes, one in two) people will be
employed in Japan in the year 2050 if current trends and policies prevail. Think this can’t happen over
here? Think again.

The unit of work is no longer a whole job and the traditional career, as an institution, is in unavoidable
decline. Unfortunately public policy is still based on the assumption that careers are the most
desirable form of employment, and that they can be offered to more and more of us.



The Super Connector prepares the organisation for an unpredictable future of work at a time when
organisational adaptability and flexibility have become more important to success than ‘line of
business’ performance and efficiency. The inbound deliverables are geared towards creating peer-to-
peer production platforms (internally & externally), transforming the intranet into a conversational,
knowledge exchange spaces and working with HR to create completely new flexible working
arrangements that work legally, ethically and financially.

Figure 4- Inbound Deliverables

The ability to shrink and grow the labour pool according to demand, in near real time is the only way
this can be achieved. It’s a journey, but as Peter Drucker said in his Business 2.0 essays, “The
Corporation as we know it, now 120 years old is not likely to survive the next 25 years. Legally and
financially yes, but not structurally and economically”.

The communications industry is already making the transition and several London based creative
agencies (Law Firm Group, Group Partners, Erasmus, London Advertising) have adopted ‘on demand’,
network centric labour models, passing on huge savings to their clients. This operating model is best
described by one of the foremost experts on the future of work, Thomas Malone.

“Imagine organizations in which most workers aren’t employees at all, but electronically connected
freelancers living wherever they want to. And imagine that all this freedom in business lets people get
more of whatever they really want in life – money, interesting work, the chance to help others, or time
with their families.”

21st Century Leadership 4-Sep-09 10 - 10 -


6 The Big Picture

Organisations have an opportunity to introduce services that enable connectivity, higher productivity
and organisational behaviour change at scale. It’s a journey and only starts with the hiring of a
network leader but without a supporting cast of engineers, analysts and community managers this
leader has little chance of achieving any strategic organisational goals.

Figure 5 - The Role of a Super Connector

Ultimately, the end game is to create an environment in which there is a continuous, fair exchange of
value between all participants as opposed to the prevailing culture of “I win. You lose.” When the Web
2.0 paradigm emerged its core premise was that the most successful companies of the future will be
those that can build the best ‘architectures of participation’ and with them, the capacity to create
value far in excess of that produced by the prevailing command and control model.

In conclusion;

The Super Connector is a network. A network with ‘clue’ and the ability to execute. It’s not a single
person, although it does have a leader, but instead it’s a group of people dedicated to delivering
services that extract untold value from existing resources. The science of networks has proven over
and over again that it doesn’t take many people to bring about transformative change and viral take
up of new ideas and practices that would previously have seemed unimaginable.

***

“Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is
the only thing that ever has”. Margaret Mead



Bio & Contact Information
Main Contact Leon Benjamin
By Telephone 07974 766 615
By email leon@winningbysharing.net
Blog winningbysharing.typepad.com

Leon is a social media and web 2.0 practitioner and has managed a number of successful social
software implementations with clients including Carphone Warehouse, British Airways, Microsoft &
BT. Co-designed with Ecademy one of only a few economically viable social network subscription
based business models. Previously spent 15 years designing and delivering IT transformation
programmes in financial services, telecoms, retail and travel, for blue chip companies, counting Union
Bank of Switzerland, Barclays Capital, Andersen Consulting, Airtours, Opodo, BT, Tesco, Argos and
Aviva.

This document is licensed under the Creative Commons. Creative Commons Attribution-Non-
Commercial-Share Alike 2.0 UK: England & Wales Licence

***End of document***


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