Activate Networks Driving Collaboration Through Social Networks with Prof. Rob Cross 2012
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Activate Networks Driving Collaboration Through Social Networks with Prof. Rob Cross 2012

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Host: Steven Wardell, VP Marketing, Activate Networks

Host: Steven Wardell, VP Marketing, Activate Networks
Introducer: Todd Kiernan, Director of ONA Solutions, Activate Networks
Presenter: Prof. Rob Cross, University of Virginia

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Activate Networks Driving Collaboration Through Social Networks with Prof. Rob Cross 2012 Presentation Transcript

  • 1. 1© 2012 Activate Networks, Inc.617.558.0210 | info@activatenetworks.net | www. activatenetworks.net1 Newton Executive Park, Suite 100 | Newton, MA 02462Driving CollaborationThrough Social NetworksHost - Steven Wardell, Activate NetworksPresenter - Prof. Rob Cross, University of VirginiaWebinar - Wed. Dec. 12, 2012
  • 2. 2© 2012 Activate Networks, Inc. 22HostSteven WardellVP MarketingActivate NetworksDriving Collaboration Through Social NetworksIntroducerTodd KiernanDirector, ONA SolutionsActivate NetworksPresenterProf. Rob CrossUniversity of Virginia
  • 3. 3© 2012 Activate Networks, Inc.The company at a glanceSponsor of the Network RoundtableRepresentative MembersUtilizes innovative social network analytic technologydeveloped by Prof. Rob Cross of the University of VirginiaUsers of ONA include major global organizations and industry leadersA social network analytics company providing strategic tools thatidentify and understand the key social connections that drivecommercial, organizational, and health results.
  • 4. 4© 2012 Activate Networks, Inc.1.Network Dimensions Associated With HighPerforming Organizations2.Network Dimensions Underlying SuccessfulCollaboration
  • 5. 5© 2012 Activate Networks, Inc.Networks are often under-appreciated in comparisonto the formal structure.Formal StructureSutherlandSm ithC rossleyD hillonZaheerKellerAngeloSchultzC ordozaKlim chuckM itchellM cW attersM yersR am irezAveryM aresH opperH ussanM ilavecW aringInformal StructureExploration & ProductionZaheerSchultzMitchellKlimchuckAngeloKellerSmithGeologyDhillonMyersPetrophysicalCrossleyExplorationAveryCordozaSutherlandRamirezDrillingMcWattersWaringProductionHussanReservoirHopperProductionMilavecSenior Vice PresidentMares
  • 6. 6© 2012 Activate Networks, Inc.Knowing andutilizing thenetwork’s center.Successful Leaders Know and Work ThroughNetworks By…
  • 7. 7© 2012 Activate Networks, Inc.Name# IncomingTiesDepartment Location % Energizing Ties% Problem Solving/ Bus Opp Ties% Cross-Dept TiesGeorge A 52 Investment Banking AustraliaSharron M 48 Operations Other AsiaStephano C 46 Financing North AmericaJessica S 46 Research North AmericaMichael G 46 Equities North AmericaPat B 43 Currncy & Commdts AustraliaDeborah K 42 Financing North AmericaRoman N 41 Equities South AmericaJosh W 40 Asset Mgmt North AmericaGene P 39 Investment Banking EuropeBirger S 39 Asset Mgmt EuropeSeth I 39 Equities South AmericaDmitry K 38 Fixed Income ChinaDeborah K 38 Investment Banking North AmericaJohan W 37 Currncy & Commdts AustraliaIvana L 36 Other North AmericaRicardo I 36 Investment Banking North AmericaSylvia E 35 Fixed Income ChinaRichard M 34 Investment Banking EuropeVladimir T 34 Financial Adv Svcs ChinaAndrey K 34 Financing North America 31%57%48%50%30%64%32%45%49%38%40%45%76%31%33%30%39%26%25%45%42%54%52%58%63%47%53%64%59%61%48%33%60%43%47%49%46%41%49%40%29%62%76%53%15%40%31%94%84%39%66%49%62%44%73%54%83%91%67%87%83%96%56%Successful Leaders Know and Work Through Networks By…
  • 8. 8© 2012 Activate Networks, Inc.Example: 71 people identifiedPerson A as an effective source ofinfo and 27 responded that greateraccess to him is critical to improvingtheir effectiveness.Person AIssue:– Hidden bottlenecks caninvisibly slow down the workof everyone (when theseover-loaded people feelbusy and like things arehappening).– Who is Person A?– What would you do?Solutions– Structural: Re-allocation ofdecision-rights, providingbroader information access,delegation/addition of rolesand formalized decision-flows.– Relational: Defining and re-routing routine decisions (e.g.,various personnel decisions,travel, resourcing efforts, clinicalprotocol and protocol design,modeling and simulation).– Skill Development: Buildingalternative sources of expertise,behavioral modeling andcoaching.Leaders (and Most Organizations) Don’t Sufficiently AppreciateThe Effect Of Overload Points In Networks…
  • 9. 9© 2012 Activate Networks, Inc.0%10%20%30%40%50%60%70%80%90%100%0% 10% 20% 30% 40% 50%%ofColleaguesRatingtheIndividualasanEffectiveSourceofInformation% of Colleagues Desiring Greater AccessDecreasing Relational Load Is Important For BOTHPerformance and Well-Being At Work
  • 10. 10© 2012 Activate Networks, Inc.Knowing andutilizing thenetwork’s center.Leveraging thenetwork’sedge.Successful Leaders Know and Work ThroughNetworks By…
  • 11. 11© 2012 Activate Networks, Inc.Name # EffectiveIncomingInfo Ties# AdviceIncomingTiesXXXTenureRole FunctionPrimaryTherapeuticAreaLocationPerson 1 41 22 1 to < 3 yrs VPDevLead Metabolics NJPerson 2 39 22 1 to < 3 yrs VP RMSCardio-vascularPerson 3 36 26 < 1 year VP GHOMultipleAreas NJPerson 4 34 21 1 to < 3 yrsExecDrctr GCR Immunology NJPerson 5 27 16 1 to < 3 yrs VP GCR OncologyPerson 6 23 15 1 to < 3 yrs Drctr RMS MetabolicsPerson 7 22 18 1 to < 3 yrs VP DMCPMultipleAreas NJPerson 8 20 13 1 to < 3 yrsExecDrctr OtherMultipleAreasPerson 9 19 13 1 to < 3 yrsExecDrctr DMCP Metabolics NJPerson 10 18 11 1 to < 3 yrsGpDrctr GCR OncologyTies by TenureCross-Function Ties by TenureCharacteristics of Fast Movers (i.e., Least Tenured Connectors)Compared to Others in Same Tenure Band:― Provide expertise across the enterprise: almost three times as manycross-function ties.― Create enthusiasm: four times as many energizing incoming ties.― Help others: more than two and a half times as likely to provideadvice to help formulate strategies and key decisions.Avg. number of incoming tiesAvg. number of ties from people outside function.Least Tenured Top ConnectorsUnderstanding the Behaviors and Early Assignments of Least Tenured TopConnectors Can Improve On-Boarding Processes of New Hires.
  • 12. 12© 2012 Activate Networks, Inc.Knowing andutilizing thenetwork’s center.Leveraging thenetwork’sedge.Bridging silos wherecollaborationmatters.Successful Leaders Know and Work ThroughNetworks By…
  • 13. 13© 2012 Activate Networks, Inc.Realizing Innovation Potential Across SelectCollaborative Silos= NA= ASIARegionIssue– Well known consumer productsorganization driven depth in R&Dexpertise by investing heavily in anumber of core capabilities. Verysuccessful in driving incrementalinnovation but breakthroughproducts and cross-expertisegroup innovations had stalled.Solutions– Managing global connectivity:Rotation and targeted attention toconnecting key people acrossregions (e.g., strategically importantgrowth hub in Asia).– Developing select cross-expertiseintegration plans: Identified 42cross-expertise points likely to yieldbreakthrough innovation and tooksteps to promote connectivity atthose points.– Replicating networks of highperforming NPD teams: Profilednetworks of successful teams andembedded project managementand process practices toencourage relevant reaching out.
  • 14. 14© 2012 Activate Networks, Inc.1.Network Dimensions Associated With HighPerforming Organizations2.Network Dimensions Underlying SuccessfulCollaboration
  • 15. 15© 2012 Activate Networks, Inc.Developing Network ResponsivenessSolutions– Re-structure face to face andvirtual meeting formats: Employmechanisms that createawareness of expertise andvision for integration.– Paper or electronic expertiseprofiles: Critical to containprofessional information thatcreates legitimacy andpersonal information thatcreates approachability.– Web 2.0 technologies: Wikisand other tools can take workout of the network and buildawareness of expertise.
  • 16. 16© 2012 Activate Networks, Inc.Voice In A New Product Development TeamNetwork Diagram Based on Response: In either one-on-one conversations or meetings, myinteractions with each person below can typically be characterized as: extremely guarded-- I am unlikely to take risks with ill-formed thoughts or ideas.On average, peopleidentified 4.5 others withwhom they are“extremely guarded” interms of sharing thoughtsand ideas. The minimumand maximum times thata person was cited byothers was 1-13.
  • 17. 17© 2012 Activate Networks, Inc.A Highly Energized Network…= Level 1= Level 3= Level 2Hierarchy= Level 4Question: “When you interact with this person, how does it affect your energy level?”
  • 18. 18© 2012 Activate Networks, Inc.Do You Create Energy Around You?● Creates PersonalConnection● Builds Reciprocity● Follows Through OnCommitments● Stands For SomethingLarger Than SelfFlexibleDisagrees ProductivelyHelps Others ContributeIs Attentive in MeetingsEngages in Possibilities
  • 19. 19© 2012 Activate Networks, Inc.
  • 20. 20© 2012 Activate Networks, Inc. 20
  • 21. 21© 2012 Activate Networks, Inc.Questions?For more information visit ActivateNetworks.netand contact Todd Kiernan -TKiernan@ActivateNetworks.net