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Organizational X-RayImproving the innovation process withinformal networksLondon, 8.7.2011Andrea Pesoli @anpesoliandrea.pe...
Agenda•  Overview & Methodology•  Key findings•  Next steps           Open Knowledge srl – Organizational X-Ray: improving...
Project overview•  Organizational network analysis was used to study knowledge and   innovation flow in a leading domestic...
Innovation from a network perspective                       Explore                              Evaluate                 ...
ONA Demographics•  Number of nodes: 3397•  Overall response rate: 59% (1988 respondents)               Age                ...
Target population by Country                                                                                              ...
Response rate (WorldWide)                                                                                                 ...
The 5 proposed survey questions•  These five questions are aimed at identifying people that you believe play strong   inno...
Agenda•  Overview & Methodology•  Key findings•  Next steps          Open Knowledge srl – Organizational X-Ray: improving ...
Network overview                                                                     EvaluateExplore                      ...
Network overview – Unit contribution for each networkFiltered networks: as presented below                    Open Knowled...
Explore Network                                                                                        Of all of your cont...
Engage Network                                                                                          Who could help you...
When an idea has gained management approval,Exploit Network                                                               ...
Focus Explore on IDD, Marketing and Product TechnicalTie strenght: > 2Indegree: > 3       Poland                          ...
Exchange Analysis: identify potential Demand vs Supply gaps              “A” nominates “B”, who provides A with           ...
Supply/Demand – Explore (unit)          Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/20...
Share of Interactions – Explore (unit)                                                                                    ...
Searching for outliers...                                                               0   10 20 30 40                   ...
Key player for the “explore” and the “engage” phase                                                                       ...
Selecting the best people                Explorers                                   Evaluators                      Engag...
Agenda•  Overview & Methodology•  Key findings•  Next steps          Open Knowledge srl – Organizational X-Ray: improving ...
Wrapping up•  The ONA has been able to identify key roles and individuals that   are best placed to facilitate a significa...
Innovation can be “social” too!                                                                                           ...
Next steps•  Compare the results of this analysis with other companies•  Refine the “ROI” model of such a project, with sp...
People connections from discussion threads                                                          Nodes are sized by act...
Idea Affinities       Maps like this cancharacterise the ‘crowd’ effect. Which cluster of      ideas are getting a     quo...
Organizational X-RayImproving the innovation process withinformal networksLondon, 8.7.2011Andrea Pesoli @anpesoliandrea.pe...
Open Knowledge                              Our mission                              Bringing the enterprise 2.0 paradigm ...
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Improving the innovation process with informal networks

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"UK SNA" Conference, London, 7.7.2011

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  1. 1. Organizational X-RayImproving the innovation process withinformal networksLondon, 8.7.2011Andrea Pesoli @anpesoliandrea.pesoli@open-knowledge.it
  2. 2. Agenda•  Overview & Methodology•  Key findings•  Next steps Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 1)
  3. 3. Project overview•  Organizational network analysis was used to study knowledge and innovation flow in a leading domestic appliances manufacturer and distributor (with operations in 26 countries)•  The ONA was conducted across across selected parts of the company to principally identify target communities to support the implementation of an Idea Management platform and - ultimately - the achievement of superior innovation performance•  A secondary objective was to identify opportunities for improved communication and engagement across the organisation Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 2)
  4. 4. Innovation from a network perspective Explore Evaluate Engage Exploit Broad based scanning of the New ideas or inventions necessarily need to Finally, for those chosen environment, looking for new progress through an acceptance filter which initiatives the task is then to innovation opportunities is usually in the form of management convert the ideas into a acceptance and approval to invest in an deliverable solution or idea’s progression product from which a business benefit is gained.Lock Lee L., Kjaer C., “The 3 E’s of Innovation: A Networking Perspective”, 2007 Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 3)
  5. 5. ONA Demographics•  Number of nodes: 3397•  Overall response rate: 59% (1988 respondents) Age Tenure Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 4)
  6. 6. Target population by Country 10 250 500 1500 Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 5)
  7. 7. Response rate (WorldWide) 20% 40% 60% 80% Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 6)
  8. 8. The 5 proposed survey questions•  These five questions are aimed at identifying people that you believe play strong innovation roles. Relationship Survey Intensity/Frequency 1. From time to time Of all of your contacts, who do you think is a source of 2. Good source Explore new ideas? 3. Prolific source 4. Outstanding source 1. Fair judge 2. Insightful judge Evaluate Who could be a good judge of the potential of an idea? 3. Good judge 4. Excellent judge 1. Rarely consider Who could help you influence management to support 2. Might consider Engage or invest in a new idea? 3. Likely choiche 4. Definite choice 1. Rarely consider When an idea has gained management approval, who 2. Might consider Exploit would you choose to be involved in its execution/ 3. Likely choiche making sure it works? 4. Definite choice 1. Rarely consider Of all of your contacts, which ones tend to energise 2. Might consider Energise and motivate you most? (in terms of coming up with 3. Likely choiche new ideas and implementing them) 4. Definite choice Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 7)
  9. 9. Agenda•  Overview & Methodology•  Key findings•  Next steps Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 8)
  10. 10. Network overview EvaluateExplore Engage Density Ties Average Compactness Density Ties Average Compactness Density Ties Average Compactness (0-1) distance (0-1) distance (0-1) distance 0.0012 9657 8.446 0.030 0.0011 6614 9.053 0.012 0.0010 5749 8.433 0.008 Energise Exploit Density Ties Average Compactness Density Ties Average Compactness (0-1) distance (0-1) distance 0.0014 7859 9.463 0.030 0.0010 5303 11.553 0.007 Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 9)
  11. 11. Network overview – Unit contribution for each networkFiltered networks: as presented below Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 10)
  12. 12. Explore Network Of all of your contacts, who do you think is a source of new ideas?Tie strenght: > 2Indegree: > 10 UK Russia Turkey France Portugal Italy ItalyAFC 2%Head 0%HR 1%Industrial 13%Marketing 6%R&D 29%Sales 35% FranceService 3%Supply Chain & IT 9% Poland Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 11)
  13. 13. Engage Network Who could help you influence management to support or invest in a new idea?Tie strenght: > 2Indegree: > 7 Russia Turkey Spain Italy UK PolandAFC 4%Head 1% UKHR 2%Industrial 17%Marketing 6%R&D 27%Sales 32%Service 3%Supply Chain & IT 8% Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 12)
  14. 14. When an idea has gained management approval,Exploit Network who would you choose to be involved in its execution/making sure it works?Tie strenght: > 2Indegree: > 8 Italy Poland France Italy UK Turkey UKAFC 2% RussiaHead 1%HR 2%Industrial 13%Marketing 4%R&D 41% PortugalSales 26%Service 2%Supply Chain & IT 8% Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 13)
  15. 15. Focus Explore on IDD, Marketing and Product TechnicalTie strenght: > 2Indegree: > 3 Poland Russia Italy Turkey Poland Italy Italy Italy UK Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 14)
  16. 16. Exchange Analysis: identify potential Demand vs Supply gaps “A” nominates “B”, who provides A with critical information A B Demand Supply“A” creates a demand for “B” supplies value to “A” value on “B” Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 15)
  17. 17. Supply/Demand – Explore (unit) Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 16)
  18. 18. Share of Interactions – Explore (unit) !".0))+$.-%2($+!-0&(-&,+$&%,-0&%2()%$*+,6 !".0))+$.-%2(%$+%($466-%&(1+(9(%6-%&($+76 << This unit is supplying to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his unit is demanding to >> ! !"#$%&()%$*+,-&! => => => => => => => => => => => => => => => => => => => => !""# => => => => => => => => => => "# !"./%-$)%&(011-.+ => $%# => => => => => => ?> => &# @> => => => => => => => => => => => => => => => => => ?> => ! !"./-+1(.0))+$.-%2(011-.+ => => => => => => => !""# => => => => => => => => => => => => => => => => => => => => => => => $% !"./-+1(+3+.4,-5+(011-.+ => => => $# @> A> B> B> C> => C> => B> B> => => => B> => B> D> => => => B> => => => A> @> B>"$$ !".0))+$.-%2(%$+%(+%6,(+4$07+ => => => => %"# => B> => C> => B> => B> @> => C> => => => => C> => B> B> => => => => @> A> =>"&& !".0))+$.-%2(%$+%(-,%28 => => => => => %(# => => B> => B> => => => => => => C> => => @> B> => => => => => => E> B> =>!% !".0))+$.-%2(%$+%($466-%&(1+(9(%6-%&($+76 => => => => => => ))# B> => => => => B> => E> B> => => => => C> => B> C> B> => => => => ?> C>#& !".0))+$.-%2(%$+%(4*(9(-$+2%& => => => => => B> => *$# => => => => => => => => => => => => B> => => => => => => => B> C> B>#(% !".0))+$.-%2(%$+%(:+6,(+4$07+ => => => B> B> B> => => %(# => B> => => => => => => => => => A> => => => => => => => ?> B> => ! !".0))+$.-%2($+!-0&(-&,+$&%,-0&%2()%$*+,6 => => => => => => => => => => => => => => => => => => => => => => => => => => => => => => =>!$# !"1-&%&.+ => => => B> C> C> B> C> B> => %# B> B> C> => C> => B> => => F> => B> B> => => => => B> F> B> % !"!+&+$%2(.04&6+2(9(.0)7%&8(6+.$+,%$8 => BF> => => => => => => => => ++# ++# => => => => => BF> => => => => => => => => => => => => => () !"/4)%&($+604$.+6 => B> => B> ?> => B> => B> => B> => $# => => C> => => => => F> => B> => => C> @> => => A> E>") !"-&46,$-%2(%$+%(-,%28(9(,4$*+8 => => => => E> => => => => => B> => @> # => B> => B> => => => => @> E> @> => B> => B> A> C>"! !"-&46,$-%2(%$+%(2-7+,6* => => => => => => B> => => => => => B> => %(# => => => => => => => => F> C> => => => => => E>!** !"-&46,$-%2(%$+%(702%& => => => => B> => => => => => B> => C> B> => %(# => B> => => => => @> A> C> => => => => B> B> ! !"-&46,$-%2(%$+%;($466-%(9(4* => => => => => => => => => => => => => => => => => => => => => => => => !""# => => => => => =>!)" !"-&&05%,-0&(9(-!-,%2(+6-!& => => => => => => => => => => => => => => => B> => %# => => C> => B> @> A> B> B> => B> B> B> ! !"-&,+$&%,-0&%2(,+./&-.%2(%11%-$6 => => => => => => => => => => => => => => => => => +%# => => &$# => B@> B@> B@> => => => => => => ! !"20!-6,-.6 => => => => => => => => => => => => => => => => => => => => => => => => => => => => => !""# => %( !")%$*+,-&! => => => => C> A> => C> A> => B> => B> => => => => BB> B> => &# B> E> B> A> => B> => => => => # !"07+$%,-5+()%$*+,-&! => => => => => => => => => => => => => => => => => => => => *# +!# => => => => => => => => => !"7$04.,(,+./&-.%2(.00*-&! => => => => => => => => => => => => => B> => @> => D> => => A> => ))# B> B> => B> => B> B> =>!"" !"7$04.,(,+./&-.%2(.002-&! => => => => C> => B> => => => => => => ?> B> @> => E> => => B> => => %!# => => => => => B> =>!(* !"7$04.,(,+./&-.%2(2%4&$8 => => => => B> => => => => => => => => => => => => E> => => C> => => => %# @> => => => => B> !! !"7$04.,(,+./&-.%2(2%4&$8(9(-6/(.%$+ => => => => => => => => => => => => => => => => => F> => => => => => => %&# F> E> => => => => #& !"<4%2-,8 => => => => B> => => F> => => => => => C> => B> => ?> => => A> => @> F> G> B> $+# => => @> C> ! !"$466-%&(1++$%,-0&(9(%6-%&($+74#2-.6 => => => => => => => => => => => => => => => => => => => => => => => => => => => => => => => *$ !"6+$5-.+ => => B> B> A> B=> => A> BC> => B> => => => B> => => @> => => @> B> B> B> C> => @> => $"# ?> C>"#& !"647728(./%-&(9(-&10$)%,-0&(,+./&020!8 => => => => C> B> => C> B> => @> => C> @> C> B> => A> => => A> => B> @> @> => C> => B> &# C> *! !",+./&-.%2(%&(-&46,$-%2 => => => => => => => C> => => B> => @> C> C> @> => C> => => B> => => C> BA> => B> => => B> +# Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 17)
  19. 19. Searching for outliers... 0 10 20 30 40 0 10 20 30 40 explore 0.85 0.79 0.78 0.82 20 0 ● 10 20 30 40 ● ● ● ● ● ● ● ● ●● 0.91 0.88 ● ● ● 0.72 ●● ● ● ●● ● ● ● ● ● ● ● ● ● ● ● ● ●●● ● ● ● ● ● ● ●● ● ● evaluate ●●● ●● ● ● ● ● ●● ● ● ●●●●●●● ● ● ● ● ●●●●● ● ●●● ● ●●●●● ● ●●● ●●● ●● ●● ●●●●●● ●●●●● ● ● ●●●● ● ●●●● ●●●●●●● ●●●● ● ●●● ●●● ●●● ●●●●● ● ● ●●●●● ● ●●●● ●●●●●● ●●●● ●●● ● ●● ●●● ● ●●●●●● ●●● ●●● ●● ●● ●●● ●● ●● ● ●●● ● ● ●● ●●● ●● ●●●●● ● ●● ● ●●● ● ●●● ● ●●● ● ●●● ● ●● ●●● ●●● ●● 0 ● ● ● ● ● ● ● ● ● ● ● ● 30 ● ● ● 0.85 ● ●● ●● ● ● ● ● ● ● ●● ●● ● ●● ● ● ● ● ● ●● ● ●● ● ●●●● ● ●● ● ● ● ●●● ● ● ● ● ● engage 0.69 ●● ● ● ●● ● ● ●● ●● ● ● ●● ●●●● ●● ● ●●● ●● ●● ● ● ●● ● ● ● ● ● ●●●● ● ●●●●●● ● ●● ● ●●●● ●● ●●● ●●●●● ● ●●●● ●● ●● ● ●●● ● ● ●●●●●●●●● ●●● ● ● ●●● 10 ●●●●●● ●● ●● ● ●●● ● ●● ● ● ●● ●●●●●● ● ●●●●● ●●●● ● ●●● ●●●●●●● ●●●●●●● ●●●●● ●●●●●● ● ●●●● ● ●●● ●●●●●●● ● ●●● ●●●●● ●●●●●●●● ●●●●● ●●●● ●●●● ●●●● ●●●●● ● ●●● ●●●●●●● ● ●● ●● ●●●● ●●●● ● ●● ● ●●●●●●● ● ●●●●●● ● ●●●●●● ●●●●● ●●●● ● ●●● ●●●●●● ●●●● ●●●●● ●●●●●● ● ●●●● ● ●●●●●● ●●● ● ● ●●●● ● ●● ●●● ● ●● ● ●● ●● ●● ●● ●● ● ●● ●● ●●●●● ● ●● ●● ●●● ●●● ●● ●● ●●● ●● ●●●●●● ●● ● ●●● ● ●● ●● ● ●● ●● ● ●● ● ●●●● ●● ●● ●● ●● ●● 0 ● ● ● 30 ●● ● ● ● ● ●● ● ●● ● ● ● ● ●● ● ●● ● ●● ●● ● ●● ●● ● ● ● 20 ● ● ●● ● 0.71 ●● ● ● ● ● ● ●● ● ● ● ●● ● ● ● ●●●● ● ● ● ● ●●●● ● ●●●●●●● ● ● ●●●●● ● ● ● ● ● ● ● ● ● ●● ● ● ● ● ● ●● ● ● ● ●● ●●●●● ●●●● ● ●● ●● ● ● ● ● ●●● ● ● ● ●● ● ●●●● ● ● ● ● ● ●● ●●● ●●●●● ● ● ●●●●●●●●● ● ●● ● ● exploit ●●●●●●● ● ● ●●●●●●● ● ●●● ● ●●●●●● ●● ● ●●● ●●●●●●●●●● ●● ●● ●●●●●● ●●● ●● ●● ● ●●●●● ● ● 10 ●●● ● ● ●●●● ● ●●●●●●● ● ●● ● ● ●● ●● ●●●●● ●●●●●● ●● ● ●●●●●●● ● ●●●●● ●●●●●● ● ●●●●● ●●●●● ●●●●● ●●●● ●●●● ● ●●●●●●● ●● ●●●●●●●● ●●●●● ●● ●● ●●●●●● ●● ●●●●●●●● ● ●●●●●● ●● ●● ●●●●●●●●●● ● ●●● ●● ● ●●●● ● ●●●●● ● ●●●● ●●●●● ●●●● ●●●●● ●● ●●●●●●● ● ●●● ●●●●●●● ●●●●●●● ●● ●●●● ●●●●●●● ●●●●●● ● ● ●● ●●●● ● ●●●●●●● ● ●● ●●●●● ●●●●●●●● ●●●●● ● ● ●●●● ●●● ●● ●● ●●● ●● ● ●● ● ●● ●● ●●●●●●●● ●● ●● ●● ●●●●●● ●● ●●●●● ●●●●● ●● ● ●●●●●●● ●●● ●●●●●●●●●● ● ●● ●● ●●● ● ●●●●● ●●●● ●● ●● ●●●●● ● ●●● ● ●●●● ●● ●● ● ●●●●●●● ●● ●●●●● ● ●●●●●● ●●●● ● ●●●● ●●●●● ● ●●●●● ●●● ●● ●● ●●●●● ● ●●● ● ●●●●● ●●●● ●● ●● ●● ●● ●● ●● ●●● ●● ●●● ● ●● ●● ●● ●● ●● ●● ●● 0 ● ● ● ● 30 ● ● ● ●● ● ●● ● ● ● ● ● ●● ●● ● ● ● ● ● ● ● ● ●● ●● ● ● ●● ● ● ● ● ● ● ● ● energise ● ● ● ● ● ● ●●●●● ● ● ● ● ● ● ●● ●●● ●● ● ● ● ● ● ●● ● ● ●● ● ● ●●●●● ●●● ● ● ● ● ● ●● ●● ●●● ●●●●●● ●●● ● ● ●● ●●●●●●●● ● ● ● ● ●● ● ● ●● ● ● ● ● ● ● ●●● ● ● ● ● ●●●●● ● ● ●●●● ● ● ● ●●●●● ● ● ●●●●● ●● ●●●●●●● ● ● ●●●● ● ● ● ●● ●● ● 10 ●●●●● ●● ●●●●● ● ● ●●●● ● ●●●● ● ● ●●●●● ● ●●●● ●●●●●● ●● ● ●●● ● ●●●●●● ●● ● ● ●●●●●●●●●● ● ●●●●● ●● ●● ● ● ●●●●●●●●● ●● ●●●●● ●●●●●●● ● ● ● ●● ● ● ●●●●●●● ●●●●● ● ●●●●● ● ●● ●● ● ●●●●● ● ●●●●●● ●● ●●●●●● ●● ●●● ● ●● ●●●●●● ● ● ●●●●●●●●● ●●●●●●●● ● ●● ●●●●●● ●●●●●● ●●●●●●● ● ● ●● ●●●●●● ● ● ●●● ●●●●●●● ●●●●● ● ●● ●●●●●● ●● ●●●●●●●● ●● ● ●●●●●●●●● ●●●●●●● ● ●●●●● ● ● ● ●●●●●● ●●●●●●●●● ●●●●●● ●● ●●●●● ● ●●●● ● ● ●● ●●● ●●● ●●●●● ● ●●●●●● ● ●●●●● ●●●●● ● ●●●●●●● ● ●●●●●●● ●● ● ● ●●● ●●●●●●● ●●●●●● ● ●●●●●● ●●●●● ●●●●●● ● ●●●●●● ●●●● ● ●●●●●● ● ● ●●●●● ● ●●●●● ●●●●●● ●● ●●●● ●● ●●● ●●●●● ● ●● ●●● ● ●● ● ●● ●●●●● ●●● ● ●● ●● ●●●●●● ●● ●● ●● ●● ● ● ● ●●●●● ●● ●● ●●● ●●●●● ●●● ●● ●● ●●●●●●● ● ●●●●●●● ●●●●●●● ●●●●●● ●●●●●●● ● ●● ●●● ● ●●●●● ●● ●● ●●● ● ●● ●● ●● ●● ● ●● ●●● ●● ●● ●●●● ●● ●● ● ●●● ● ●● ● ●●●●● ●● ●●● ●● ●●●●●●● ● ●●●●● ●● ●● ●● ● ● ● 0 0 20 40 0 10 30 0 10 30 Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 22)
  20. 20. Key player for the “explore” and the “engage” phase Mencarini Adriano Dag Turgay Dalla Torre Barbara 40 50 Meloni Maria Grazia unitAg 40 35 a AFC unitAg Faraon Diego a Head AFC Head Farinelli Gianluca a HR Faraldi Paolo evaluate 30 HR a Industrialexplore Industrial Marketing Perticaroli Cristina a Marketing R&D 20 Sales 30 a R&D Service Supply Chain & IT Frattesi Stefano a Sales a Service 10 Pracchi Pier Andrea a Supply Chain & IT Sablin Sergey Nikolaevich Praolini Paolo Pecci Laura 0 25Mazzucato Franco 0 10 20 30 40 Golecki Pawel evaluate Santarelli Enrico Milone Davide Dobson Alistair Goldsmith James Bartocci Luigino Bartocci Massimo 20 Bartoccetti Pietro Colciago Luca 25 30 35 40 45 50 explore Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 23)
  21. 21. Selecting the best people Explorers Evaluators Engagers Energisers Leader Broker Leader Broker Leader Leader 100 25 25 25 50 25 We look at the Explore phase in Evaluators help validate The ‘Engage’ phase is the two ways. early stage ideas. critical phase where promising ideas need to The first is looking at how well the The look both for the engage management ideas people are connected key evaluators (leaders) support for progression. All (leaders). and at those who can countries/BUs must be “bridge” this network present. We also look for people that (brokers). “bridge” diverse communities and Energisers encourage are therefore best placed to others by strength of their facilitate breakthrough innovation character or achievements (brokers). All countries/BUs must be present. Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 24)
  22. 22. Agenda•  Overview & Methodology•  Key findings•  Next steps Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 25)
  23. 23. Wrapping up•  The ONA has been able to identify key roles and individuals that are best placed to facilitate a significant improvement in innovation success•  Together with the upcoming implementation of the Idea Management platform, we believe that this community of innovation brokers and proponents can bridge the Explore/Exploit divide to ensure future innovation success•  The analysis also succeeded in providing insights on how performance improvement can be achieved through targeted efforts to align the actual organization with the informal collaboration networks. Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 26)
  24. 24. Innovation can be “social” too! Ideas are posted on the community, get commented and voted Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 27)
  25. 25. Next steps•  Compare the results of this analysis with other companies•  Refine the “ROI” model of such a project, with specific metrics to assess the improvement of a company innovation capabilities•  Develop a sound innovation leadership model, as the “Energise” network seems not really effective•  Develop a “social analytics” (software) module that can automatically present a network view of the interaction that are happening on (internal) communities Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 28)
  26. 26. People connections from discussion threads Nodes are sized by activity (posts made or received) This map can be used to assess how and where executive engagement is happening Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 29)
  27. 27. Idea Affinities Maps like this cancharacterise the ‘crowd’ effect. Which cluster of ideas are getting a quorum of support.The map shows how ideas are connected based on the number of common people commenting on the idea Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 30)
  28. 28. Organizational X-RayImproving the innovation process withinformal networksLondon, 8.7.2011Andrea Pesoli @anpesoliandrea.pesoli@open-knowledge.it
  29. 29. Open Knowledge Our mission Bringing the enterprise 2.0 paradigm and technologies inside the organization to accelerate performance Improving the business potential by nurturing employee participation, customer engagement, open innovation Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 32)
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