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617.558.0210 | info@activatenetworks.net | www.activatenetworks.net1 Newton Executive Park, Suite 100 | Newton, MA 02462
The Leading Edge of ONA; eData; Reorgs; Networks Outside the Organization
Luke J Matthews, PhD
© 2013 Activate Networks 2Connected Insight Summit 2013: www.connectedinsightsummit.com
Reorg Case Study
• Company: A major telecommunication company
• Reorg type: Recent acquisition and re-structure
• Issue: Post- change, HR could not assess if the change initiative was successful
• Goal: To use Organizational Network Analysis (ONA) – through survey and email data – to discover what factors drove collaboration, specifically to confirm if the old structure, the legacy group, continued to drive how employees connected
© 2013 Activate Networks 3Connected Insight Summit 2013: www.connectedinsightsummit.com
Location?
Rank?
Sub-function?
Role?
Legacy group?
Question: What is driving collaboration post-change?
© 2013 Activate Networks 4Connected Insight Summit 2013: www.connectedinsightsummit.com
Method:Email Data Analysis
Timeframe: 15 weeks Criteria: From, To, Date, Time
Response Connection
Volume Connection
From To Date Timejsmith@email.com
jdoe@email.com 12:30:00 3/31/2012
jdoe@email.com jsmith@email.com 12:31:00 3/31/2012
jsmith@email.com
djones@email.com 12:35:00 3/31/2012
jsmith@email.com
jdoe@email.com 12:37:00 3/31/2012
jsmith@email.com
ehays@email.com 13:15:00 3/31/2012
jsmith@email.com
djordan@email.com 13:43:00 3/31/2012
jsmith@email.com
djones@email.com 14:01:00 3/31/2012
jsmith@email.com
skellly@email.com 14:26:00 3/31/2012
jsmith@email.com
pgray@email.com 15:02:00 3/31/2012
jsmith@email.com
djones@email.com 15:36:00 3/31/2012
© 2013 Activate Networks 5Connected Insight Summit 2013: www.connectedinsightsummit.com
Method:Email Data Analysis
5 6 7 8 9 10 11 12 13 14 150.84
0.86
0.88
0.90
0.92
0.94
0.96
0.98
Email Volume
Correlation to Prior Network
Weeks
© 2013 Activate Networks 6Connected Insight Summit 2013: www.connectedinsightsummit.com
Method:Email Data Analysis
An Email Network
• Ties are inferred from email log data
• Nodes are colored by physical location
Matthews et al. 2013 PLOSONE
© 2013 Activate Networks 7Connected Insight Summit 2013: www.connectedinsightsummit.com
Method:Email Data Analysis
7
ANI has found that 60-80% of email-inferred network ties are within the same network community.
We can then use network regression techniques to find which org structure features best predict individuals being in different network communities.
Network Community: A community is a group of nodes (individuals) within a network. Individuals within communities are more connected to each other than anyone else.
© 2013 Activate Networks 8Connected Insight Summit 2013: www.connectedinsightsummit.com
Location?
Rank?
Sub-function?
Role?
Legacy group?
Question: What is driving collaboration post-change?
© 2013 Activate Networks 9Connected Insight Summit 2013: www.connectedinsightsummit.com
Location 2.1 | 1.94
Rank 0.88 | 0.98
Sub-functions 10.1 | 4.89
Role 2.5 | 2.12
Legacy group 1.9 | 1.66
Results: Function, not legacy group.
Effect on being in different network communities Survey | Email
© 2013 Activate Networks 10Connected Insight Summit 2013: www.connectedinsightsummit.com
Implications:ONA through all stages of the Reorg
Pre-Change• Collect data on
the existing network structure and collaboration ties to allow for more informed decisions prior to initiating change
During• Monitor how the
change is impacting the network structure and identify which areas need additional targeting
Post-Change• Quantify if and
how initial goals were met
• Understand how the network functions to allow for more informed human capital planning
© 2013 Activate Networks 11Connected Insight Summit 2013: www.connectedinsightsummit.com
Situation Overview
The Role of Network Analysis
Situation Overview
A consulting company has teams of personnel on each account. Their clients provide an “impact” score of how much the consulting positively affected their business. ANI undertook a project to assess the key team characteristics that contributed to higher client impact scores.
The objectives of the ONA were to identify: • Identify network and personal characteristics of team members that accounted for high client impact scores.•Provide actionable recommendations on how to better construct consulting teams to maximize client impact.
© 2013 Activate Networks 12Connected Insight Summit 2013: www.connectedinsightsummit.com
Social Network Analysis Approach
•A comprehensive social network map was built by analyzing the email records of all employees.
•The only information used from email data were the sender, receiver, and date-time stamp.
•Survey instruments were used to assess personal strengths of each employees
© 2013 Activate Networks 13Connected Insight Summit 2013: www.connectedinsightsummit.com
Findings and Recommendations
Key Findings Recommendations
Teams with a strong information broker in the email network experienced greater client impact.
• Plan teams to include an individual with a short social distance to other employees in the company’s communications network
• Client impact should improve by 4% if a team’s most connected individual is just 1 step closer on average to the overall network.
Teams with a high managerial personal characteristics individual experienced greater client impact.
• Teams should include an individual with a high score for managerial type strengths.
• Client impact should improve by 3% if the team’s highest managerial score is raised by 1 standard deviation (0.15 strength points).
Teams can benefit from new members.
• Include at least one member on a team who has not worked previously with the other team members.
• Including a novel individuals on multi-individual teams should improve client impact by 3.5% compared to constructing teams from individuals who have all worked together previously.
© 2013 Activate Networks 14Connected Insight Summit 2013: www.connectedinsightsummit.com
Team Network
Nodes indicate project teams
Teams linked by lines if they share some of the same people on a team
Line thickness reflects the number of individuals shared by the teams
Node size reflects the number of people
Node color reflects client impact (red = higher, blue = lower)
© 2013 Activate Networks 15Connected Insight Summit 2013: www.connectedinsightsummit.com
Network Brokers Enhance Team Success
Network brokers improve a team’s Client Impact Scores• Teams with an individual who was more central in the
email social network had higher client impact. If a team’s most connected individual is just 1 step closer on average to the overall network then their client impact score averaged a 4% increase as compared to other teams.
Recommendation• Highly central individuals can bring in needed skills and
information from outside the team. Assigning a highly central individual can increase team client impact.
© 2013 Activate Networks 16Connected Insight Summit 2013: www.connectedinsightsummit.com
Personal Characteristics Analysis
Having one individual with managerial strengths improved client impact.• Teams with an individual who was 1 standard deviation
above the average (0.15 points) in managerial strength had an average 3% greater client impact.
Recommendation• Include on all teams a person who is finds fulfillment in
setting attainable goals and dividing labor to meet them. This can enhance the performance of other team members to result in greater client impact.
© 2013 Activate Networks 17Connected Insight Summit 2013: www.connectedinsightsummit.com
Team Construction Over Time
Having new team members improved client impact• We used information from team co-membership in 2010 to
predict the client impact of teams in 2011. Having at least one individual on a team who had not worked with his/her teammates in 2010 improved client impact by 3.5% compared to teams where all the individuals had worked together in 2010.
Recommendation• Continue to reassign at least a few people to project teams
each year to ensure that some new blood is added as multi-year projects progress.
© 2013 Activate Networks 18Connected Insight Summit 2013: www.connectedinsightsummit.com
RecommendationsR
EC
OM
MEN
DATIO
NS
These analytics can be optimized for different purposes and interactive views, for example:
• Managers may want feedback on the best additional team members to select given a present set of team members and a desired team size.
• Employees may want to know with whom they should try to network in the near future.
Benefits of Brokers
• Include on teams at least one individual with high brokering potential who can connect the team to the rest of the network.
• Teams benefit if at least one individual has a core strength area in management.
• Do not leave teams with the exact same set of individuals from one year to the next. Add new faces.
Incorporate New Personnel
Leverage Managerial Individuals
Recommended