In earlier posts, we discussed the Fundamental Differences between Collaboration and Social Networks, and Objectives of Players in Collaboration Networks. We offer here a model for leveraging content in collaboration networks, CAST: Create, Aggregate, Segment and Target.

We identify at least four players or stakeholders in collaborations networks: Enterprise, Customer (current and prospective), Employee and Partner. Each player operates in the collaboration network with own objectives, motives and expectations, which are often asymmetric.

Collaboration networks differ from social networks in one fundamental way: collaboration networks focus on creating economic value. We compared collaboration and social networks in an earlier post.

I was at Lotusphere last week and once again found that the innovation lab was the most interesting part of the show for me. I really enjoyed talking with some of the social software scientists, and had some interesting conversations with smart people that think about this stuff all day. One of the more lengthy conversations I had was about how to determine the value for collaboration.

The objectives and intensity of collaboration networks and social networks are almost entirely different. This key distinction leads to the manner and means of networking that that are indeed different. Sure enough, there is some overlap between the two types of networks but this is neither an imposing nor a driving fact.

This is kind of a compendium blog, since so much has been happening since I got back from the holidays.