Heidi an unmistakable figure and all the more frequently observed as a superstar in innovation industry receives rewards from her well set up the individual and expert system. She gives preferred standpoint to herself as well as ends up being useful for others too by utilizing her system. Here it was talked about how Heidi had exceeded expectations in innovation situated system by staying in contact with her contacts, and the imperative perspective was the manner by which she amplified and kept up her profoundly established system. Her initial years of life and the occasions that changed her life, and changed her point of view of life were additionally talked about with her part as an Entrepreneur, similar to a top official at Apple, as a Mentor Capitalist, lastly as a Venture Capitalist.
Roizen's skills and knowledge regarding Internet ventures will improve through the network, as she creates value in bridging network holes (Baker 2001) The weaknesses of Heidi Roizen's networks at the end of the case are:
Exploitation networking efforts don't require tight connectedness (Pfeffer 2008) •Networks are too cohesive and redundancy is beginning to show through the discovery that many of the new enterprises are connected to individuals in her cliques or close networks (Pfeffer 2008)
The networks seem more designed to help a startup succeed rather than assist with obtaining funding - only weak ties are needed for venture capitalists to bridge companies with fund sources (Pfeffer 2008)
Due to the depth of her ties, Roizen has started to act inconsistently by not looking at some investment deals - she may eventually be punished via social norms for this by the cliques involved (Pfeffer 2008)
Roizen was especially focused this during the Macintosh situation mentioned above, but also used this in general to further herself in the software industry and gain expertise
Expanding networks through shared activities (Class Slides) - for example, through incidental encounters at the gym or by going out and engaging the media Roizen then maintained the networks through the following:
Authority (Cialdini 2001) - once established as an expert, by leveraging that knowledge such as in persuading software developers to stay with the Macintosh operating system
Credibility, which comes from trust and a consistent track record (Conger 1998) - despite working for Apple, Roizen was recognized as "one of Apple's most outspoken proponents and critics"; she also handled confidential discussions with competing software developers with care (McGinn & Tempest 2010)
Strong reciprocity - her contacts are her friends "for life" and she maintains that she only connects people if she is certain it's beneficial for both
Reinforcing her personal network through events such as her networking parties - being a "super-connector" (Class Slides) •Bridging structural holes to connect disparate networks (Pfeffer 2008) and so reinforce them, but also adjusting her network because of its size into the constellation format (McGinn & Tempest 2010) 4.Similar to Heidi Roizen, I too have a clique network comprised of primarily family and friends, for support and well-being (Class Slides). However there is no overlap between this clique and my other networks, a difference which appears to be only due to personal style. While Roizen has a vast intricacy of networks related to her career which are of the Rainmaker structure, I have only a few such networks that are primarily Entrepreneurial in structure for garnering ideas and putting change in motion (Class Slides). These networks for me coincide with social networks and include a variety of different social groups that do not otherwise interact. The context of my level of experience in contrast to Roizen means that these networks could and should develop more as I further my career. While Roizen has focused on both breadth and depth in her connections, I have left many of my networks with weak ties, thanks to the advent of social media and virtual teams. About half of my networks exist in the virtual realm, from overseas teams I engage as part of my employment to virtual book clubs to close friends and family that live abroad. That said, these networks were established based on self-similarity and initial proximity, rather than shared activities (Class Slides). Finally, where Roizen has made strong attempts to maximize all three dimensions of diversity, brokerage and density in her networks (Class Slides), I have left my networks undeveloped or progressively stagnant, which I can only attribute to my own need for change.
5.My suggestions for Heidi Roizen as to how to adjust and maintain her network are as follows: Focus on expanding the breadth of her network, especially as she is consistently encountering redundancy in the enterprises she is assessing (Pfeffer 2008)
Consider developing weaker ties as strong ones are not necessary in order to maintain the network benefits unless for a significant request - not everyone can be your friend and there is only so much time in the day to respond to plans/new enterprises
Reduce hosting parties to once a year, to make personal networking more meaningful while still maintaining a bare minimum connection
Focus on what she really wants out of her networks and consider shifting her networking and/or her work focus - as it appears to be helping start-ups once they have already been funded, perhaps consider that for 100% of her work effort at Softbank Prune her existing core network to be smaller, consider ending certain relationships if they are no longer beneficial in the context of her new role (Baker 2001)
•A perception of networking is that the sooner a contact is utilized as part of reciprocity, the more you have to gain (Class Slides) - consider searching for a fixed number of individuals with an overall goal in mind (without being unethical and disingenuous)......