Social Network Analysis for Competitive Intelligence

Social Network Analysis for CI Jim Richardson Trident Systems August J. Jackson Verizon Business

SNA Maps Relationships for Predictive Analysis A SOCIAL NETWORK is a map of the relationships between individuals, organizations and other relevant NODES indicating the ways in which they are connected by financial, social or professional LINKS. SOCIAL NETWORK ANALYSIS applies visual and statistical analysis of mapped social networks to evaluate the structure and nature of the system. SOCIAL NETWORK ANALYSIS delivers value to Competitive Intelligence, though modification of concepts from fields of sociology and knowledge management is needed.

All Networks Are Collections of Nodes and Links Nodes Links

Traditional SNA SNA for CI IPO Only “cognitive agents” can be nodes: People Organizations (maybe) Nodes can include technologies, products, competencies, markets, etc

SNA for CI Requires Defined Relationships Supplier Distributor Joint Venture Equity Relationships Financing R&D Partnership Marketing Partnership Pending M&A Executive Employment Board Service Major Equity Ownership Education Membership Familial Direct Professional Co-authors, Co-Presenters Identifiable direct social connections Defining relevant magnitudes, frequencies or other attributes of linkages is important.

Traditional SNA SNA for CI Tolerant of subjective inter-personal linkages Dependent upon formalized relationships We’re best friends. I can’t stand that guy. CEO Former Coworkers

Traditional SNA SNA for CI Value is based on statistical analysis of linkages to understand nature of interactions among groups of people Value is based on deriving business “so what” from linkages to drive decisions

CEO CEO Acquired Acquired Board Member Distributor CEO Board Member IPTV Competency Competency Competency Product Service Provider WHAT COULD COME OF THIS?

“So What?” of SNA Concepts: Connectedness
An individual with a broad professional network-- Gladwell’s “connector”
An individual researcher connected to multiple patents

“ So What?” of SNA Concepts: Reachability
How strong is a firm’s distribution network?
An individual’s professional network?
3 2 1

“ So What?” of SNA Concepts: Betweenness
An industry bottleneck
An individual who connects entrepreneurs with financing

“So What?” of SNA Concepts: Density
A high degree of “coopetition”
Employees regularly move among firms
High density low density

Mapping Social and Economic Capital in the UK
Hypothesis: interlocking board memberships were a mechanism to neutralize potential threats from suppliers, distributors, etc. to reduce constraints on the firm when dealing with monopoly or oligopoly firms
Survey of interlocking board memberships in 250 largest UK companies in late 1970s
Highlighted the importance and attraction of interlocking relationships with sources of finance
Burt, R.S. (1979) ‘A Structural Theory of Interlocking Corporate Directorates’, Social Networks, 1.

Traditional SNA SNA for CI Collection method is surveys, record of phone or e-mail communications Collection is based primarily on secondary research

Rudimentary Social Network Generated Using Text Analysis

Steps to Implementing SNA
Have a thorough understanding of your analytical goal
Simplify to focus on most relevant and obtainable data
Clearly identify relevant notes and relationships
Develop a data schema that reflects relevant attributes
Create a data collection plan
Identify surrogate data for that you need but cannot capture directly

Steps to Implementing SNA
Determine the technical methods for
Data collection
Data storage
Visualization
Statistical analysis
Design visualization criteria which will convey the appropriate conclusions based on analytical goals
Engage customers of analysis in interim review of efforts to maximize comprehension

Contact Details V. Jim Richardson [email_address] August J. Jackson [email_address]

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Social Network Analysis for Competitive Intelligence

by August Jackson on Jan 21, 2010

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