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Introduction to OrgMapper, Maven7's organization network analysis (ONA) software.
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THE POWER OF NETWORK VISUALIZATION
Navigating your organization’s internal networks without a visualization is like traveling on the London metro for the first time without a map. You may get to
your destination, but it will be a longer and more stressful journey.
Results when presenting the same information via:
WRITTEN FORMSeveral pages
TABLESMultiple sheets
NETWORKSSingle layout
WHAT IS ORGANIZATIONAL NETWORK ANALYSIS (ONA)
Intervention
focused
Factual
Organizational network analysis is a form of social
network analysis. It provides a visual and metrical description of the
relations between and within individuals, teams, business units, and resources of an
organization. It is an organizational diagnostic method that inspects the interrelations of your employees with
respect to their operational functions, and allows you to gain insight
into their previously hidden informal networks.
Compared to other methodologies, ONA is more relevant in today's
turbulent business economy as it focuses on relationships, a dynamic
feature, rather than static traits.
Transparent
Measurableresults
• Significantly faster than other, conventional diagnostic methods;• Provides a map of the hidden informal networks within the organization;• Zoom in and out to focus on the level of interest, be it organizational,
departmental, group or individual;• Speeds up the organizational development process;• Adheres to all privacy concerns:
o permission-based data collection o transparento shared feedback
Enables easy delivery: • SaaS platform• scalable• customizable
BENEFITS OF THE ONA METHODOLOGY
Benefits for HR:• Factual data removes emotional intelligence;
• Concrete measurable results
Benefits for CEO:• Requires minimal resources (time and
financial);• Reveals exact points for intervention;
GaborChris
GeorgeVeronicaPatriciaAndyTim
SusyClarkLiz
BrownFredWill
GabrielToddJohnDave
GordonGabyPetePeterSteveLeslieFaith
JeremyJason
SalesPeter
DirectorTom
Maintenance
Erwin
ProjectPaul
A TRADITIONAL, FORMAL ORGANIZATIONAL CHART
Main operational process: Sales team sells the product which project team
implements and maintenance supports.
Issue: problems with business results.Aim: make co-operation more efficient
among the three main functions.
Let's see how this structure changes if we ask employees a simple question:
Whom do you communicate with the most to get your job done?
INDUSTRY: IT SIZE: 100 EMPLOYEES
THE INFORMAL NETWORK BEHIND THE ORG CHART
Sales
Director
Maintenance Project
Question visualized: Whom do you communicate with the most to get your job done?
FIRST GLANCE OBSERVATIONS - INSIGHT
Brown is only connected to the project team.
Sales
Director
Maintenance Project
Liz acts as a hub, being the only connection between the three departments.
Fred communicates directly with the CEO
Paul does not communicate with his own team.Question visualized: Whom do you communicate with the most to get your job done?
WHAT HAPPENS IF - FORESIGHT
Sales
Director
Maintenance Project
What would happen to communication if Liz left the organization?
?
INTRODUCING THE FIVE MODULES OF ORGMAPPER:
ChangeMappersupports the acceleration of
organizational change initiativese.g. M&A, system implementation
TalentMappersupports the identification and development of future leaders
e.g. succession planning
TeamMappersupports the building of high-
performing teamse.g. dynamic seating
KnowledgeMappersupports the understanding of an organization's flow of knowledge
e.g. EH&S, sales excellence
PerformanceMapper
supports the aligning of corporate strategies with human delivery
e.g. process redesign
MODULES PRECISELY ANSWER QUESTIONS SUCH AS:
• Who are the key people of influence and the change agents?• Who should be involved in the change process?• Where are the barriers to the flow of information?
ChangeMapper
TalentMapper
• Who are the most talented hidden resources?• What are their strengths and potential areas to improve?• How embedded are the talents in the management team?
TeamMapper
• Does the team have the optimal mix of skills and experience?• Is team cohesion strong enough for optimal productivity?• Which connections are the most critical / should be strengthened?
MODULES PRECISELY ANSWER QUESTIONS SUCH AS:
• Who are the experts? Are they accessible to others?• Are there people or groups with restricted access to experts?• How can knowledge sharing be increased?
KnowledgeMapper
PerformanceMapper
• What are the critical links between departments?• How efficient is cooperation between departments?• What is the typical pattern of decision making?
Compared to other, traditional diagnostic methods, OrgMapper's advantage lies in the fact that it not only identifies general problems within the organization, but also speeds
up the development process by revealing the exact points for interventions.
WITH ChangeMapper™ YOU CAN
identify your key people of influence and change agents most accepted and recognized across the organization;
reveal the exact locations of the barriers to corporate information flow;
gain insight into how you can increase buy-in and improve execution by involving and mobilizing your change agents;
Especially recommended for change projects during: • Mergers & Acquisitions• New system implementation• Organi or process redesign
ChangeMapper insights enable
appropriate involvement and stakeholder management
thoughtful design of change management program
…resulting in effective resource management and execution, faster implementation, and higher adoption of the new initiatives
BENEFITS OF KEY EMPLOYEE INVOLVEMENT
Effective change management uses the benefits of key employee involvement
How to identify KOLs correctly?Why identify your KOLs?
• because your KOLs' involvement will generate buy-in and minimize employee resistance;
• because your KOLs will promote the desired changes via both formal and informal communication channels;
• because your KOLs' inputs and participation in the change initiative will result in effective implementation and higher acceptance;
• The right profile: The profile of key employees should be tailored to the culture, values and performance expectations of your organization;
• The right methodology: Involve and empower those nominated by their own peers. OrgMapper will identify your most widely accepted and respected people. Its selection methodology allows for the participation of every employee across the organization, it's objective and removes emotional intelligence.
Step-by-step information flow originating from top management
Step-by-step information flow originating from identified KOLs
KOLs IN CHANGE COMMUNICATION EXAMPLE
STEP 1
KOLs IN CHANGE COMMUNICATION EXAMPLE
Step-by-step information flow originating from top management
Step-by-step information flow originating from identified KOLs
STEP 2
KOLs IN CHANGE COMMUNICATION EXAMPLE
Step-by-step information flow originating from top management
Step-by-step information flow originating from identified KOLs
STEP 3
KOLs IN CHANGE COMMUNICATION EXAMPLE
Step-by-step information flow originating from top management
Step-by-step information flow originating from identified KOLs
CHANGE MANAGEMENT CASE STUDY
Organizational challengesDue to a $1.5M tax increase, a major cost reduction program was initiated with the intention of retaining key employees and maintaining employee engagement levels.
ChangeMapper analysis outcomes• An objective map was provided, listing those informally and
professionally respected key employees who were most likely to succeed driving optimization programs and projects.
• Being peer-nominated, 91% of KOLs felt inspired to accept the invitation to engage in the various programs involving change.
INDUSTRY: ENERGY SIZE: 3500 EMPLOYEES DURATION: 6 WEEKS
Interventions implemented• KOLs took part in "future-shaping workshops", launched to drive
the cost optimization program and its implementation.• As a result of bottom-up initiatives, employee resistance was
minimized, the buy-in of KOLs was successful, the retention of key-employees achieved, and a high-energy atmosphere across the organization maintained.
• The cost reduction program met its targets.
WITH TeamMapper™ YOU CAN
expose precise challenges and real issues of team cohesion;
monitor team dynamics and progress of team development;
gain additional, tangible insights to qualitative (interviews, focus groups) analyses;
get a relevant, objective and quantitative snapshot of the most important success-factors of high performing teams, enabling real reflection to the situation and appropriate intervention design.
Provide objective feedback to teams of up to 30 members: • Sales teams• Leadership teams• Project teams, etc.
With TeamMapper, your team can achieve• more effective and faster program execution resulting in cost rationalization;• higher buy-in from the leadership team and team members;• mind-set of continuous improvement;
TEAM DEVELOPMENT CASE STUDYINDUSTRY: MANUFACTURING TEAM SIZE: 8 EMPLOYEES DURATION: 1 WEEK
Organizational challenges• Lack of trust, communication, co-operation;• Withheld information;• Unhealthy competition;
…within management team
TeamMapper analysis discovered• Hidden and unspoken dynamics among team members, which
were not revealed before causing misalignment;• Informal connections resulted in imbalanced information flow,
creating inconsistency in the organization;• Ineffective decision making patterns resulted in a lack of
responsibility across the organization;
Results after the analysis• Reflection on reality instead of issues on the surface;• A leadership alignment program based on relevant and valid
issues was launched, and resulted in the faster improvement, increased communication consistency and improved credibility of the leadership team.
Potential impact on HR metrics:
increased employee engagement ratings
increased length of employment
increased % of performance goals met or
exceeded
TEAM DEVELOPMENT MONITORING CASE STUDY
INITIAL team map
Plant Manager
HR
Production
QualityManagement
Supply ChainControlling
Maintenance
Product Development
Mutual trust Graphs show relationships with mutual trust within the management team, and connections that both parties think need to be strengthened for the benefit of the firm.Connections to strengthen
6 MONTHS laterStuart
Joe
Elton
Sadie
Maggie
Alan
Phil
Jim
Plant Manager
HR
Production
QualityManagement
Supply ChainControlling
Maintenance
Product Development
StuartJoe
Elton
Sadie
Brian
Alan
Phil
Jim
As a result of the interventions designed based on the findings of the TeamMapper analysis, trust and connections among team members were strengthened.
WITH KnowledgeMapper™ YOU CAN
understand the flow of corporate knowledge; reveal where ideas are born and how they can be fully developed;
identify internal knowledge hubs, and determine if they are accessible to their coworkers;
improve decision making by leveraging the right knowledge sources;
Especially recommended for development projects in: • Sales excellence• Environment, Health and Safety
Based on predefined perceptions, KnowledgeMapper identifies:
key experts – under/misutilized experts – overloaded experts – employees with key knowledge or capabilities – knowledge flow within departments and across
organization – best practice sharing patterns – access to innovative ideas and their execution paths – decision making patterns
KNOWLEDGE MANAGEMENT CASE STUDYINDUSTRY: CONSULTING SIZE: 150 EMPLOYEES DURATION: 2 WEEKS
Organizational challenges• Lack of innovation;• Development duplications;• Missed deadlines;• Personal conflicts;• Weak problem-solving;
KnowledgeMapper analysis discovered• Knowledge sharing patterns and blockages;• Ineffective decision-making flow slowing down innovation;• Key experts not being utilizied to full effect;
Results after the analysis• Increased knowledge sharing due to knowledge management
program developed with the involvement of identified knowledge hubs;
• Better time management;• Exposed natural mentorship present in the organization;• Monitored succession pipeline resulting in minimized recruitment
expenses;
Potential impact on HR metrics:
faster newcomer integration
increased ROI for professional trainings
increased number of innovations
decreased personal development- or workload-related resignation of top
performers
CORPORATE KNOWLEDGE FLOW - INSIGHT
Accessible knowledgeKnowledge center
Colleague
Group with no direct access to a knowledge center
Questions visualized on the map:1. Whom do you turn to for professional
advice regarding your daily work?2. Who is the most acknowledged professional in your field?
Non-accessibleknowledge
CORPORATE KNOWLEDGE FLOW - INSIGHT
Knowledge center
Colleague
Colleagues retiring within 2 years
Accessible knowledge
Group with no direct access to a knowledge center
Questions visualized on the map:1. Whom do you turn to for professional
advice regarding your daily work?2. Who is the most acknowledged professional in your field?
Non-accessibleknowledge
WHAT HAPPENS IF - FORESIGHT
Knowledge center
Colleague
Group without accessible knowledge
Non-accessibleknowledge
Group with no direct access to a knowledge center
What would happen to knowledge sharing if retirement-age colleagues retired now?
REASONS FOR BLOCKAGES IN KNOWLEDGE FLOWNewly opened office in London, UK
Part-time employees
Newly-hired team in London, UK
Part-time employee
HQ departments in Geneva, CH
To optimize knowledge sharing, access to knowledge must be allocated more evenly.
WITH TalentMapper™ YOU CAN
redefine talent development processes;
identify and develop your rising stars;
reveal your greatest talents and follow their development curve;
optimize your Assessment Center/Development Center (AC/DC) spending - we pre-screen your employees for you;
Especially recommended for development projects in: • Talent management• Succession planning• Career management, etc.
CORPORATE TALENT DEFINITION MODEL
Identification of successors Actions to take Measurable
results
The selection criteria for what the client considers to be the most desired characteristics for future leaders is defined.
Employees fill out an online survey and, based on the pre-defined selection criteria, nominate the most suitable talents within the organization. Client receives a list of sociometric profiles of pre-screened employees most suitable for subsequent AC/DC processes.
• Professional experts;• Natural leaders;• Problem-solvers;• Energizers;• Innovators;• Initiators;• etc.
• Identified talents well-embedded within the networks of existing leaders should take part in coaching and leadership development programs;
• Faster, more reliable talent management program;
• Peer-nominated new leaders perform better and are more accepted across the organization;
TALENT MANAGEMENT CASE STUDYINDUSTRY: FINANCE SIZE: 250 EMPLOYEES DURATION: 4 WEEKS
Organizational challenges• Aging management;• Need of identifying new leaders to enroll in career management
programs and further talent development activities.
TalentMapper analysis outcomes• sociometric profiles of talents for succession planning;• nominated by their own peers and chosen according to the most
important pre-determined characteristics of the company, identified talents were highly engaged in the subsequent talent management program;
• strengthened acceptance of talents promoted as leaders;
Results after the analysis• Most embedded talents were involved in leadership development
programs and coaching, where their strengths and areas to be improved were identified.
Potential impact on HR metrics:
decreased employee turnover costs and rates
increased ROI for professional trainings
higher succession rate after promotions;
increased employee
engagement and length of employment;
SUCCESSION PLANNING SAMPLE MAP
Partial sociometric profile of identified talent / potential leader
Talents on theperiphery
Embeddedtalent
Management skills are already well-functioning.
Still needs improvement in knowledge sharing and carrying out own ideas.
Change Communication0 2 4 6 8 10
Co-operation Potential0 2 4 6 8 10 12
Innovation Support0 2 4 6 8 10 12
Formal Co-operation Person0 2 4 6 8 10
Informal Advice0 2 4 6 8 10
Innovation Idea0 2 4 6 8 10 12 14 1816
Innovation Initiator0 5 10 15 25
Professional Advice0 2 4 6 8 10 12
Professional Experience0 5 10 15 20 25 30 35 40
WITH PerformanceMapper™ YOU CAN
X-ray critical aspects of the corporate culture related to actions and behaviors;
expose critical employee connections, as well as departmental and hierarchical links;
discover the vertical and horizontal patterns of communication flow, cooperation levels and knowledge sharing;
identify work flow and decision making patterns;
Especially recommended for
development initiatives of:
• Organization restructuring
• Multiple-team excellence
• Process redesign• Dynamic Seating
PerformanceMapper insights enable:• Improvement of corporate decision making• Improvement of organizational performance• reinvent processes and redesign the organization chart • align corporate strategies with human delivery
PERFORMANCE IMPROVEMENT CASE STUDY – 1.INDUSTRY: FINANCE SIZE: 250 EMPLOYEES DURATION: 4 WEEKS
Organizational challenges• inefficient communication;• high employee turnover;• slow business processes;• missed deadlines;• weak sales results;
PerformanceMapper analysis discovered• Exacts point of conflicts between departments• Structural holes, missing links with crucial connections • Reasons for inefficient vertical and horizontal communication• Lack of understanding of other departments capabilities
Results after the analysis• Inter-departmental cooperation norms were improved via joint
development workshops;• New communication platforms (e.g. Intranet) were introduced,
resulting in significantly smaller gaps in communication and knowledge sharing among departments;
• Reallocated responsibilities based on exact points of conflicts;• Shorter processes and faster decision making;
Potential impact on HR metrics:
increased employee engagement
improved performance appraisals for new hires
more efficient internal communication
decreased employee
turnover costs and rates
PERFORMANCE IMPROVEMENT CASE STUDY – 1.The diagrams show department-level network of information flow and positive/negative efficiency ratings of the connections.Question visualized: From which other department do you need to receive the most information to accomplish your work?
INITIAL performance map Map 6 MONTHS later
= Efficient communication= Inefficient communication= Missing connections according to optimal communication design
PERFORMANCE IMPROVEMENT CASE STUDY – 2.INDUSTRY: SERVICE SIZE: 210 EMPLOYEES DURATION: 6 WEEKS
Organizational challenges• slow decision making;• capacity problems on individual level;• slow business processes;• missed deadlines;
PerformanceMapper analysis discovered• Exact points of cooperation deficiencies among departments;• Vertical and horizontal communication blockages;• The roots of dysfunctional decision making patterns;• Unutilized experts;
Results after the analysis• Targeted team building workshops and interventions were
designed based on the findings of the analysis.• Increased bottom-up cooperation;• Strengthened role of mid-management;• Clarified responsibilities and decision making authorities;• Fine-tuned processes.
Potential impact on HR metrics:
increased employee engagement
decreased number of workload-related
resignations
increased overall employee retention rate
PERFORMANCE IMPROVEMENT CASE STUDY – 2.
INITIAL map of communication flow within hierarchy levels Question visualized: Whom do you turn to for advice when you have to
prioritize between tasks?
of employees jump at least one hierarchy level in direct communication when in need of advice.41.7%
Inefficient!
Weak middle management is left out of formal communications
PERFORMANCE IMPROVEMENT CASE STUDY – 2.
Map of communication flow 6 MONTHS laterQuestion visualized: Whom do you turn to for advice when you have to prioritize between tasks?
of employees jump at least one hierarchy level in direct communication when in need of advice.16.4%
Improved!
Role of middle management is significantly stronger.
POSSIBLE MEANS OF DATA COLLECTION
Anonymized LogFilesof minimum two months:
Email(without content)
Phonelogs
ERP/CRM(e.g. SAP)
Calendar(e.g. meetings)
Benefits:• Objective;• Allows for continuous monitoring
and re-measurement;• Only requires provision of data
files, no other resources;
Characteristics:• Typically 10-20 survey
questions;• Can be tailor-made;• 10 - 20 minutes to
complete;• Requires broad and
transparent internal communication;
Online survey on orgmapper.com
