CISummit 2013: Luke Matthews, The Leading Edge of ONA; eData; Reorgs; Networks Outside the Organization
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CISummit 2013: Luke Matthews, The Leading Edge of ONA; eData; Reorgs; Networks Outside the Organization

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  • Blinded background information on the company, their reorg and the goal of working with ANI.
  • Post-acquisition (though many lessons can be learned before and during the change initiative)Company wanted to analyze these 5 criteria to determine what drove collaboration post-change.Main concern: Is the old structure (“legacy affiliation”) still driving collaboration dynamics? In other words, were they successful? Did the change work?
  • From email data, a network can be created by looking at the exchange of emails between individuals. In this analysis, both the volume of emails between individuals, as well as the time between responses relative to each individual’s typical email patterns were used to create connections, or relationships, between individuals.
  • The initial hypothesis was that 3 months of email data would be required for an analysis. The graph to the right demonstrates the changes by adding additional weeks of email data. Around week 12, the correlation begins to plateau, supporting the initial hypothesis.
  • Repeat slide to remind audience of the initial question (ie was the legacy group still driving collaboration?)
  • No, in fact, sub-functions were correctly driving employee communication. The reorg was successful in changing the collaborating away from the old structure into the new structure.
  • Emphasis that although this case study was about post-change, ONA can help change initiatives at any stage of the process.

CISummit 2013: Luke Matthews, The Leading Edge of ONA; eData; Reorgs; Networks Outside the Organization Presentation Transcript

  • 1. The Leading Edge of ONA; eData; Reorgs; Networks Outside the Organization Luke J Matthews, PhD 617.558.0210 | info@activatenetworks.net | www.activatenetworks.net 1 Newton Executive Park, Suite 100 | Newton, MA 02462
  • 2. 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 Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 2
  • 3. Question: What is driving collaboration post-change? Location? Rank? Sub-function? Role? Legacy group? Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 3
  • 4. Method: Email Data Analysis Timeframe: 15 weeks Criteria: From, To, Date, Time From Time jsmith@email.com jdoe@email.com 12:30:00 3/31/2012 jdoe@email.com jsmith@email.com 12:31:00 3/31/2012 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 Volume Connection Date jsmith@email.com Response Connection To djones@email.com 15:36:00 3/31/2012 Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 4
  • 5. Method: Email Data Analysis Email Volume 0.98 0.96 0.94 0.92 Correlation to Prior Network 0.90 0.88 0.86 0.84 5 6 7 8 9 10 11 12 13 14 15 Weeks Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 5
  • 6. 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 Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 6
  • 7. Method: Email Data Analysis 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. 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. Connected Insight Summit 2013: www.connectedinsightsummit.com 7 © 2013 Activate Networks 7
  • 8. Question: What is driving collaboration post-change? Location? Rank? Sub-function? Role? Legacy group? Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 8
  • 9. Results: Function, not legacy group. Effect on being in different network communities Survey | Email Location 2.1 | 1.94 Rank 0.88 | 0.98  Sub-functions Role Legacy group Connected Insight Summit 2013: www.connectedinsightsummit.com 10.1 | 4.89 2.5 | 2.12 1.9 | 1.66 © 2013 Activate Networks 9
  • 10. Implications: ONA through all stages of the Reorg Pre-Change During Post-Change • Collect data on the existing network structure and collaboration ties to allow for more informed decisions prior to initiating change • Monitor how the change is impacting the network structure and identify which areas need additional targeting • Quantify if and how initial goals were met • Understand how the network functions to allow for more informed human capital planning Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 10
  • 11. Situation Overview 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: The Role of Network Analysis • 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. Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 11
  • 12. 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 Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 12
  • 13. Findings and Recommendations Recommendations Key Findings 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 •Teams should include an individual with a high score for managerial type strengths. personal characteristics •Client impact should improve by 3% if the team’s individual experienced greater highest managerial score is raised by 1 standard client impact. 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. Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 13
  • 14. 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) Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 14
  • 15. 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. Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 15
  • 16. 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. Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 16
  • 17. 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 multiyear projects progress. Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 17
  • 18. Recommendations RECOMMENDATIONS 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. Leverage Managerial Individuals •Teams benefit if at least one individual has a core strength area in management. Incorporate New Personnel •Do not leave teams with the exact same set of individuals from one year to the next. Add new faces. 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. Connected Insight Summit 2013: www.connectedinsightsummit.com © 2013 Activate Networks 18