Organizational X-Ray: two ONA case studies in the Italian Public Sector
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"Circuits of Profits" Conference, Budapest, 4.6.2011

"Circuits of Profits" Conference, Budapest, 4.6.2011

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Organizational X-Ray: two ONA case studies in the Italian Public Sector Presentation Transcript

  • 1. Organizational X-RayTwo ONA case studies in the Italian PublicSectorBudapest, 4.6.2011
  • 2. Agenda•  Overview & Methodology•  Key findings•  Next steps Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 1)
  • 3. Two case studies in the Italian Public SectorRegion: Lombardy Region: Emilia-RomagnaUnit: OPPSI (HR+IT+Procurement) Unit: Internal CommunicationSize: 243 people Size: 157 peopleResp. rate: 66% Resp. rate: 69% Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 2)
  • 4. The different levels of the organizational analysis Network analysisBusiness Process Business process mapping Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 3)
  • 5. The different levels of the organizational analysis 1  Measuring knowledge, capacity, attitude of the individual 2  Interactions and knowledge exchange between people 3  Organizational performance Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 4)
  • 6. Project structure Validation & Design Survey Analysis close-out Project kick-off Communication Data normalization Validation report plan ONA focus definition Quantitative analysis Survey launch (demographics, Validation workshop (+recalls) metrics, ...) Survey technical setup Survey completion Sociographs Project close outSurvey pilot & fine- update tuning 2-3 weeks 3 weeks 1-2 weeks 2-4 weeks Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 5)
  • 7. Agenda•  Overview & Methodology•  Key findings•  Next steps Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 7)
  • 8. Capabilities InteractionBenchmark of the structure of the Network Org. performance Lombardy Emilia Romagna Energy Company Health Agency Transport Operations Professional Network 79 58 85 68 37 69 55 56 6 21 63 84 67 76 13 4 45 74 12 57 66 50 86 33 53 32 2 89 81 19 49 14 80 11 26 83 10 61 43 Water Government Transport IT Service Utility Regulator Planning Provider Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 8)
  • 9. Contractors are central in the daily interaction Capabilities Interaction and problem solving network Org. performance Daily Problem interaction solvingLombardy Density Ties Average Compactness Density (0-1) Ties Average Compactness (0-1) distance distance 0.0993 3195 2.670 0.269 0.0326 974 4.132 0.104 Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 9)
  • 10. Capacbilities Interaction Structural holes in the Innovation Network Org. performanceLombardy Density Ties Average Compactness (0-1) distance 0.0199 539 3.750 0.034 Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 10)
  • 11. Capabilities Interaction Tenure seems to be the critical factor in innovation Org. performance More Time Innovation Lombardy Problem solving Interactions Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 11)
  • 12. 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: two ONA case studies 06/2011 (p. 13)
  • 13. Capabilities Interaction Supply/Demand – Problem Solving (internal) Org. performanceLombardy Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 15)
  • 14. Capabilities Interaction Share of Interactions – Problem Solving (internal) Org. performance G-Gestione del Sistema Informativo Regionale G-Organizzazione, Sviluppo e Formazione <- This unit is supplying to G-1 liv - Organizzazione Personale G-Servizi alla persona e protocollo G-1 liv - Sistemi informativi e ICT G-Acquisti contratti e patrimonio G-1 liv - Patrimonio e Acquisti G-Sicurezza e servizi interni G-Politiche del personale ... G-1 liv - Staff DirettoreLombardy This unit is demanding to -> G-1 liv - Organizzazione Personale 58% 1% 1% 2% 1% 4% 22% 5% 1% 6% G-1 liv - Patrimonio e Acquisti 0% 41% 0% 8% 19% 5% 0% 0% 3% 24% G-1 liv - Sistemi informativi e ICT 0% 0% 58% 13% 0% 15% 1% 1% 7% 3% G-1 liv - Staff Direttore 14% 5% 14% 17% 4% 4% 19% 7% 5% 12% G-Acquisti contratti e patrimonio 0% 16% 0% 0% 70% 8% 0% 0% 0% 5% G-Gestione del Sistema Informativo Regionale 2% 0% 21% 0% 0% 39% 9% 4% 4% 23% G-Organizzazione, Sviluppo e Formazione 17% 0% 2% 1% 0% 5% 69% 2% 2% 3% G-Politiche del personale - Rapporti con il sistema8% 1% e contenzioso - Disciplina 5% 1% 1% 1% 4% 76% 3% 0% G-Servizi alla persona e protocollo 9% 0% 6% 1% 0% 5% 6% 8% 57% 8% G-Sicurezza e servizi interni 5% 9% 3% 3% 4% 4% 5% 3% 5% 60% Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 16)
  • 15. Capabilities Interaction Key roles identification (top 30) Org. performance Leader Follower Broker Bridge Who keeps things going? Where the action is Who affects activity flow? Who affects activity flow? Daily interactionEmilia Romagna Go-to people Problem spotters Who affects knowledge flow? Who affects knowledge flow? Problem solving Innovators Explorers Who could affect innovation flow? Who could affect innovation flow? Innovation District’s ”most wanted” Who needs more info? Who could affect activity flow? Who could affect activity flow? Collaboration potential Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 17)
  • 16. Capabilities Interaction Searching for outliers... Org. performance 0 5 15 25 35 0 5 10 15 20 50 INTERACTION 0.85 0.76 0.75 30 0 10 35 ! ! ! ! 25 ! ! !! ! ! PROBLEM.SOLVING 0.74 0.84 15Lombardy !! ! ! !! ! !! ! !! ! ! ! !!! !! ! ! !! ! ! ! !! ! ! !!! ! ! ! !! ! ! ! !!! ! ! ! !! 5 !! !!! ! ! ! !! ! ! ! ! !! ! !! !! !!!!! !! !!! !! ! !!! ! ! ! !!! !!! !!!!! !!!!! !!!!! ! !!!! 0 20 ! ! ! ! 15 0.76 ! ! !! 10 !! ! ! ! ! MORE.TIME ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! !! ! !! ! ! !! 5 !! ! !! ! ! ! !!!! !!! ! ! ! !! ! ! ! ! !! !! !! ! ! ! ! ! ! !!! ! ! !! ! !! !!!!!! ! !! ! ! ! ! ! ! !! ! ! ! !!!!!!!! ! ! !!! !! !! !! !!!!!!! !!!! ! !!!! ! ! ! !!!! ! ! ! !! !!!! ! ! !! !! !! !! !!!!! !!!! 0 ! ! ! 20 ! ! ! ! ! ! 15 ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! INNOVATION 10 ! ! ! ! ! ! ! ! !! ! ! ! !! ! !! ! ! ! ! ! !! ! !! ! ! !! ! ! !! ! ! !! ! ! ! !! !! !! ! ! !! !! ! !! ! ! !! ! !! !! ! ! !!! ! ! 5 ! ! !!!! !! ! ! ! !!!! ! !!! !!!!! !! !! ! !!! ! ! !! ! ! ! !! ! !! !!!!! ! !!!!!! ! ! !!! ! ! ! !! ! ! !! ! ! ! !!!!! ! !!!!!!!! ! !!!!!!!! !!!!! !!! !!! ! !!! ! !!!!!!!!! !! !! ! ! ! !!!!!!!! !!!! !! !! !!! ! !!! ! !! ! 0 0 10 30 50 0 5 10 15 20 Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 18)
  • 17. Capabilities Interaction An overview of the 4 networks Org. performance ● ● 30 ● ● 25 ● MORE.TIME ● 0 ● ● 5 ● 10 PROBLEM.SOLVING 20Lombardy ● ● ● 15 ● ● ● 20 ● ● 15 ● INNOVATION ● 0 ● ● ● ● ● ● ● ● 5 ●● ● ● ● ● ● 10 ● ● 10 ● ● ● ● ● ● ● ● 15 ● ● ● ●● ● ● ● ● ● ● 20 ● ● ● ● ● ● ● ● ●● ● ● ● ● ● ● ● ● ● ● 5 ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●● ●● ● ● ● ● ● ●● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ● ●● ● ● ● ● ● ● ● ● ● ● ●● ● ● ● ● ●● ●● ● ● ● ● ● ● ● ● ● ● ● ● ●● ● ● ● ● ● ● ●● ● ● ● ● ● ● ● ● ● ●● ●●●● ● ●● ● ● ● ● ● ● ●● ● ● ● ● ● ● ●● ● 0 ●● ● ●● ● ● ● ● ● ● ●● ● ● ● ● ●● ● ● ●● ●● ● ● ● ●● ● ● ● ● ● ●● ● ●● ● ● ● ● ●● ●● ● ● ● ● ● ● ● 0 10 20 30 40 50 60 INTERACTION Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 19)
  • 18. Capabilities Interaction Innovative problem solvers...do they exist? Org. performance ! 20 ! ! 15 ! ! ! ! ! MORE.TIMELombardy INNOVATION ! 0 ! ! 5 ! ! 10 ! ! 10 ! ! ! ! ! 15 ! ! ! ! 20 ! ! ! ! ! ! ! ! ! ! !! ! ! ! 5 ! ! ! !! ! ! ! !! !! ! ! !! ! ! ! ! ! ! !! ! ! ! ! ! !! ! ! !! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! !! ! ! ! !! ! ! ! ! ! ! !! ! !! ! ! ! !! ! ! ! ! ! ! !! ! ! ! !! ! ! ! ! ! !! !! !! !!!! ! ! !! ! !!!! ! ! !! !! ! ! !! ! 0 !!! !! ! ! !!! ! ! ! !! ! ! ! !!! ! ! !!!! !!!! !! ! ! ! ! ! !! !! ! !! !! ! !!!! ! ! ! ! !! ! !! ! ! ! ! ! !! ! ! ! ! 0 5 10 15 20 25 30 PROBLEM.SOLVING Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 20)
  • 19. Capabilities Interaction Bottlenecks, bottlenecks, bottlenecks!! Org. performance ! 20 ! PROBLEM.SOLVING 15 ! 0 ! 5 ! 10 ! ! ! 15Lombardy ! 20 MORE.TIME ! ! 25 10 ! ! ! 30 ! ! uo ! ! External ! ! ! ! ! ! ! Organizzazione Personale ! ! ! ! Patrimonio e Acquisti 5 ! ! ! ! ! ! ! Sistemi informativi e ICT ! ! ! !! ! ! ! ! Staff Direttore ! !! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! ! ! ! ! ! ! ! ! !! !! ! !! !! ! !! ! !! ! ! ! !!! !! !! ! ! ! ! ! !! ! !! ! ! ! ! !! ! !!! ! ! ! ! ! ! ! ! ! 0 !! ! ! !! !! ! ! ! !! ! ! !!! ! ! ! ! !! ! ! ! ! !! ! !! !! ! !! ! ! ! ! ! ! ! !! !! ! !! ! ! ! ! ! ! ! ! ! ! ! !! !! ! ! ! 0 10 20 30 40 50 60 INTERACTION Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 21)
  • 20. Capabilities Interaction Benchmark – HR Manager first line managers Org. performance &$" LO PRESTI ALFONSI Nomination Interaction %!" MORSETTI BUONGIORNO ALBANI PELLICCIOTTA ANGELINI #$" PIANTONI CAIANIELLO GASPARRIEmilia Romagna !" !" #!" !" %!" &!" Nomination Problem Solving &" &" ALBANI ALBANI ALFONSI ALFONSI LO PRESTI LO PRESTI Nomination More Time $%" Nomination More Time $%" BUONGIORNO BUONGIORNO PIANTONI PIANTONI #" CAIANIELLO MORSETTI #" CAIANIELLO MORSETTI ANGELINI ANGELINI GASPARRI PELLICCIOTTA PELLICCIOTTA GASPARRI !" !" !" $!" &!" (!" )!" !" $!" &!" (!" )!" *!" Nomination Problem Solving Nomination Interaction Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 22)
  • 21. Capabilities Interaction To what degree is IT supporting business operations? Org. performance “Known” interactions supported by IT applicationsEmilia Romagna Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 23)
  • 22. Capabilities Interaction To what degree is IT supporting business operations? Org. performance “Known” interactions TO-BE IT supported by some IT support applicationsEmilia Romagna Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 24)
  • 23. Agenda•  Overview & Methodology•  Key findings•  Next steps Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 25)
  • 24. Next steps & conclusions Lombardy Emilia Romagna•  Specific change management •  Detection of the “Daily Interaction” activities, based on real network and the “Problem Solving” collaboration dynamics (particularly network on the interaction with external •  Identification of emerging opinion units) leaders and distinguished junior•  Talent management and emerging •  Highlighted improvement areas: opinion leaders weak integration among some•  Replacement/retirement simulation departments of key-resorces •  IT roadmap for new applications•  Bottleneck analysis: identification of that will support current “informal” individuals/units with low processes accessibility / exceeding workload•  Evaluation on how innovative ideas are born and propagate through an organization Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 26)
  • 25. 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: two ONA case studies 06/2011 (p. 27)