The Mikronet Network started life in 2003 when a small group of business freelancers formed a self-managing network in Denmark to exchange experiences and ideas. Co-founder Abelone Glahn explains how the group has now strengthened into one of the most influential online presences in the KM sphere.

For entrepreneurs in Denmark, there has always been a grey area between being employed and independent. They usually carry out project-based work for several clients on specific timelines but they are also geographically independent with few (if any) employees. The Mikronet Network was formed to strengthen and increase independent, knowledge-based business by allowing micro businesses to share experiences and collaborate with others on an online network.

The network currently consists of around 350 freelancers, independent entrepreneurs and micro-businesses. As well as a main forum, there are eight smaller groups and an active blog where members take turns to write about their daily lives, creating an identity for often isolated workers who don’t have a natural meeting place. This has been supported by several conferences where people can develop business skills and network in person.

Even at the launch of the Mikronet, it was apparent we had a hold on something of interest both locally and outside of the region. This is mainly due to the focus on common problem areas for micros across various disciplines and letting cross-pollination take place. The network often functions as an intermediary during research attempting to discover what growth-factor micros represent for Denmark, and their success. It is also different from other organisations as it is built from a base (rather than a top-down approach) founded on volunteering, passion and social contacts.

Behind the scenes

Around three-fifths of members joined Mikronet primarily to gain new knowledge and to share their experiences with others, while one-fifth sought new partners. Only 15% stated increased growth as the prime motive.

Looking at other common trends, 53% of micros have become less worried about working with competitors, 52% have found that their self-confidence as an independent micro has strengthened, while 49% have become better at marketing their skills. Trust is so great within the Mikronet framework, project activities have assisted in breaking down the perception of other micros as competitors, instead perceiving them as ‘coopetitioners’.

The businesses are now becoming involved in more economically binding collaborations, gaining new clients, and have also joined more micro-oriented networks. But we have also identified a success criteria for micro firms. Unfamiliarity about micros is still widespread but beginning to change and there are a continually growing number of people who place great value on being able to make their own decisions and being catalysts for growth.

However, growth is not measured on traditional parameters. It is characteristic for micros to expand their client base through networking, rather than through conscious marketing, and most establish the business to create freedom and autonomy, rather than for solely financial gains. Success is not simply measured in terms of growth and turnover, rather that a certain turnover is an essential basis to create and maintain the business. Micros place a greater emphasis on measuring success through client satisfaction and their ability to run the business.

Tips for setting up a network

In Mikronet’s experience, to set up a network you need to do the following:

• Use existing, informal fora rather than trying to form a network based on a well-meaning pressure from the top.

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• Be a service function to a certain extent but work on everyone taking responsibility.
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• Demonstrate how one shares knowledge for the benefit for all (push information into the network over a longer period).
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• Listen to needs and answer them in the form of physical meetings.
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• Allow space for the social element in physical meetings (lunches etc.).
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• Tend to the network by building an effective online section.

There are many smaller networks with important experience and knowledge on where problems arise. However, this can be difficult for volunteers to gather together. Our recommendation is to arrange a conference for those responsible for networks to learn from each other. Training courses can also be helpful for inexperienced people so they can operate networks more efficiently, both physically and virtually.

Particular attention should be paid to the management of virtual networks, which is a special task as many of these function as huge online groups. It is particularly important to support and educate those responsible because of the large number of start-ups using these networks – they are independent of time and place, and one can get immediate, impartial advice and guidance from others. Online communication is an aid to breaking down the isolation which many start ups can risk finding themselves in.

Translation courtesy of Helen Martin