の合同プロジェクトとして、
"Business Success in Open Networks" という映像プロジェクトを開始しました。
LinkedInとは、米国で急成長しているビジネスSNS（ビジネス利用に特化したのソーシャル・ネットワーキング・サービス）。
2008年６月には登録ユーザー数が2300万人を突破し、ニールセンが毎月発表しているSNS利用状況統計によれば、4月時点で、前年と比較してユニークビジター数は361％も増えているといいます。6月17日には、既存投資家のSequoia Capital、Greylock Partners、Bessemer Venturesが参加した、Bain Capital VenturesによるSeries D資金調達で5300万ドルを集め、10億ドル以上の価値評価がついたことで話題を呼びました。
本プロジェクトでも活躍して頂いている折田さんが Nikkei IT Plus にて
素晴らしいLinkedInについての記事を書いてくださっているので、是非下記をご参照ください。
ビジネス利用に特化し急成長・ビジネスSNSのLinkedIn
人脈の質を保つ仕組み・ビジネスSNSのLinkedIn
日本で実名制は受け入れられるか・ビジネスSNSのLinkedIn
昨年制作した BlogTV でも LinkedIn をフィーチャーした番組を作ったので下記も是非ご覧下さい。
取材した2007年3月の時点で LinkedIn は既に黒字化しており、
社員もやる気と自信に満ちあふれており、非常に活気のある職場だったのが印象的でした。
さて、 LinkedIn は会員が実名で登録し、職務経歴を公開し、 オープンな形でのビジネスやネットワークの可能性を追求し成功してきているわけですが 日本独自のビジネス文化と照らし合わせた時に、その可能性はどのようなものなのか。
それを探る為に 伊藤穰一(Joi）氏／國領二郎氏のナビゲーションにより様々な角度から検証を行うのがこのビデオシリーズです。
Episode1では、Joiと國領先生により、「日本におけるオープンビジネス」の形と可能性やその背景にある考え方（サクセスとは何か／オープンビジネス、オープンネットワークとは何をもってオープンと呼ぶのか／米国は本当にオープンなのか等）について考察が行われました。
Episode2以降では、Joiと國領先生が聞き手に回り、毎回素晴らしいゲストの方にご登場頂き、議論を深めて行く予定です。
それでは、Episode #1の映像をご覧下さい。
カットした部分にも示唆に富む話題が多数ありましたので、下記フルバージョンも公開致します。
<Episode1-その1>
<Episode1-その2>
<Episode1-その3>
<Episode1-その4>
なお、ご参考まで6/30に中国でのLinkedInについてのリスクと可能性についての記事が書かれたところでした。
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LinkedIn, Joi Labs and Kokuryo Lab of Keio University has started a joint project to create a video series entitled "Business Success in Open Networks" .
The video series will be in Japanese, so I have translated some of the essense of the video as follows.
===Business Success in Open Networks===
Episode #1 by Jiro Kokuryo and Joichi Ito
Q: What is the purpose of this video series?
According to Reid Hoffman, the founder of LinkedIn, there is a new type of business style "Open Business Network" in Silicon Valley area. LinkedIn is an essential tool for this "Open Business Network".
The purpose of this video series is to find out whether this is possible in Japan.
Q: What do you mean by "success"?
Success can refer to personal success and business success.
Many of the successful companies recently tend to be venture internet companies and they grew with the help of labor liquidity, deregulation, innovation etc.
Open style is suitable for speedy and innovative companies, which requires professionals and the type of resource they need changes rapidly and need specialized skills.
In Japanese startups, it is hard to get those type of people because the skilled people they are locked in to the big companies and are frustrated.
We have a hypothesis that LinkedIn might be able to solve this problem.
Q: Is US model really open?
Japanese business context is more of using the brand of "big companies" compared to the US companies which has more brand of "individuals".
In Japan, reputation is made by the fact that this person is has a title (for example head of certain devision) of famous companies.
In the US, reputation belongs to individuals and what business experience he or she had.
In the US, education background (such as which university you went to) counts more than Japan and in that sense there is a question whether US really "open".
In Japan, companies counts more- especially in big companies.
For example, people puts "san" to company names or title, such as "LinkedIn-san" or "Manager-san" ("san" is like Mr. or Mrs. in English, and it is usually used to refer to names not companies nor titles. Hoffman-san make sense, but LinkedIn-san or CEO-san is odd- but are commonly used)
For individuals, liquidity of labor might be good, because even if the company is not successful, individuals can use their skills to go to next company rather than sticking to current company.
Q: Coping with risk?
In Silicon Valley, if you perform well in a certain job, then even if the company fails your friends would know you and you would be able to get into successful companies.
In shrinking economy, you need to go to growing companies which are typically global, IT, and speedy company
which has liquidity of labor - which is similar to Silicon Valley companies.
Q: What is "open"? Is making everything open really good?
example) Wikipedia
example) IBM- open standard, utilization of open software
Companies and individuals should have core competence. Things other than the core competence, they should open up.
Focus on the competition point, and open up the non-competitive area.
ex) disclosing the "business process" of companies
Opening up when other company needs to keep it close
ex) IBM using Linux (vs MS)
If you have value, you will have business model afterwards.
Companies that does not have value (but only had rights) will die.
Open business can be a strategy for the stronger ones to get stronger. If you have core strength, the environment works better for you when it's open.
For maximizing short term profit, it is better to make things closed and control.
For maximizing long term profit, it is better to make things open and create ecosystem around you.
Q: What does "business success" mean? profit? influence? sustainability?
Influence and happiness is different.
Typical companies has life cycles (Google, MS, etc has, or had peak).
Toyota is ever-growing.
There are some companies that don't need or don't want to grow (small and happy family business etc).
Typical measurement are growth, mass-production, efficiency, public company, quarterly earnings.
However, people who don't fit those typical companies goes to Wikipedia/Linux etc and their happiness and influence is fulfilled.
Not only revenue, but strong message, value and happiness gathers good people to your company and opening up will help people's understanding of the company and attracted by you.
Communication tool- internet, social network, business network enables people to make various individual human networks.]]>
