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

1. Driving Collaboration
Through Social Networks
Prof. Rob Cross, University of Virginia
Webinar - Wed. Dec. 12, 2012
617.558.0210 | info@activatenetworks.net | www. activatenetworks.net
1 Newton Executive Park, Suite 100 | Newton, MA 02462
© 2012 Activate Networks, Inc. 1

2. Driving Collaboration Through Social Networks
Host Introducer Presenter
Steven Wardell Todd Kiernan Prof. Rob Cross
VP Marketing Director, ONA Solutions University of Virginia
Activate Networks Activate Networks
© 2012 Activate Networks, Inc. 2

3. The company at a glance
A social network analytics company providing strategic tools that
identify and understand the key social connections that drive
commercial, organizational, and health results.
Utilizes innovative social network analytic technology
developed by Prof. Rob Cross of the University of Virginia
Sponsor of the Network Roundtable
Representative Members
Users of ONA include major global organizations and industry leaders
© 2012 Activate Networks, Inc. 3

4. 1. Network Dimensions Associated With High
Performing Organizations
2. Network Dimensions Underlying Successful
Collaboration
© 2012 Activate Networks, Inc. 4

5. Networks are often under-appreciated in comparison
to the formal structure.
Formal Structure Informal Structure
Exploration & Production H ussan
Senior Vice President M ila v e c
Mares
Hopper
Exploration Drilling Production
Avery McWatters Milavec
Ramirez Production Reservoir W a rin g
Geology Petrophysical
Hussan Hopper
Dhillon Crossley
Sutherland Waring
Smith Myers D h illo n M itc h e ll M a re s
Cordoza
Keller
Zaheer M y e rs
Angelo A v e ry
S m ith
K e lle r S c h u ltz
Klimchuck
C o rd o z a
Mitchell M c W a tte rs
C ro s s le y A n g e lo
Schultz
Zaheer R a m ire z
S u th e rla n d K lim c h u c k
© 2012 Activate Networks, Inc. 5

6. Successful Leaders Know and Work Through
Networks By…
Knowing and
utilizing the
network’s center.
© 2012 Activate Networks, Inc. 6

7. Successful Leaders Know and Work Through Networks By…
# Incoming % Problem Solving
Name Department Location % Energizing Ties % Cross-Dept Ties
Ties / Bus Opp Ties
George A 52 Investment Banking Australia 42% 29% 56%
Sharron M 48 Operations Other Asia 45% 40% 96%
Stephano C 46 Financing North America 25% 49% 83%
Jessica S 46 Research North America 26% 41% 87%
Michael G 46 Equities North America 39% 46% 67%
Pat B 43 Currncy & Commdts Australia 30% 49% 91%
Deborah K 42 Financing North America 33% 47% 83%
Roman N 41 Equities South America 31% 43% 54%
Josh W 40 Asset Mgmt North America 76% 60% 73%
Gene P 39 Investment Banking Europe 45% 62% 44%
Birger S 39 Asset Mgmt Europe 40% 33% 62%
Seth I 39 Equities South America 38% 48% 49%
Dmitry K 38 Fixed Income China 49% 61% 66%
Deborah K 38 Investment Banking North America 45% 59% 39%
Johan W 37 Currncy & Commdts Australia 32% 64% 84%
Ivana L 36 Other North America 64% 53% 94%
Ricardo I 36 Investment Banking North America 30% 47% 31%
35 Fixed Income China 50% 63% 40%
Sylvia E
34 Investment Banking Europe 48% 58% 15%
Richard M
34 Financial Adv Svcs China 57% 52% 53%
Vladimir T
34 Financing North America 31% 54% 76%
Andrey K
© 2012 Activate Networks, Inc. 7

8. Leaders (and Most Organizations) Don’t Sufficiently Appreciate
The Effect Of Overload Points In Networks…
Example: 71 people identified
Person A as an effective source of
info and 27 responded that greater
access to him is critical to improving Person A
their effectiveness.
Solutions
Issue:
– Structural: Re-allocation of
– Hidden bottlenecks can
decision-rights, providing
invisibly information access,
broader slow down the work
of everyone (when these
delegation/addition of roles
over-loaded people feel
and formalized decision-flows.
– busy and Defining and re-
Relational: like things are
happening).
routing routine decisions (e.g.,
various personnel decisions,
travel, resourcing efforts, clinical
– protocolPerson A?
Who is and protocol design,
modeling and simulation).
– What would you do?
– Skill Development: Building
alternative sources of expertise,
behavioral modeling and
coaching.
© 2012 Activate Networks, Inc. 8

9. Decreasing Relational Load Is Important For BOTH
Performance and Well-Being At Work
100%
% of Colleagues Rating the Individual as an Effective Source of
90%
80%
70%
60%
Information
50%
40%
30%
20%
10%
0%
0% 10% 20% 30% 40% 50%
% of Colleagues Desiring Greater Access
© 2012 Activate Networks, Inc. 9

10. Successful Leaders Know and Work Through
Networks By…
Leveraging the Knowing and
network’s utilizing the
edge. network’s center.
© 2012 Activate Networks, Inc. 10

11. Understanding the Behaviors and Early Assignments of Least Tenured Top
Connectors Can Improve On-Boarding Processes of New Hires.
Ties by Tenure Least Tenured Top Connectors
Avg. number of incoming ties Primary
# Effective # Advice XXX
Name Role Function Therapeutic Location
Incoming Incoming Tenure
Area
Info Ties Ties
Dev
Person 1 41 22 1 to < 3 yrs VP Lead Metabolics NJ
Cardio-
Person 2 39 22 1 to < 3 yrs VP RMS vascular
Multiple
Person 3 36 26 < 1 year VP GHO Areas NJ
Exec
Person 4 34 21 1 to < 3 yrs Drctr GCR Immunology NJ
Person 5 27 16 1 to < 3 yrs VP GCR Oncology
Person 6 23 15 1 to < 3 yrs Drctr RMS Metabolics
Multiple
Cross-Function Ties by Tenure
Person 7 22 18 1 to < 3 yrs VP DMCP Areas NJ
Avg. number of ties from people outside function. Exec Multiple
Person 8 20 13 1 to < 3 yrs Drctr Other Areas
Exec
Person 9 19 13 1 to < 3 yrs Drctr DMCP Metabolics NJ
Gp
Person 10 18 11 1 to < 3 yrs Drctr GCR Oncology
Characteristics of Fast Movers (i.e., Least Tenured Connectors)
Compared to Others in Same Tenure Band:
― Provide expertise across the enterprise: almost three times as many
cross-function ties.
― Create enthusiasm: four times as many energizing incoming ties.
― Help others: more than two and a half times as likely to provide
advice to help formulate strategies and key decisions.
© 2012 Activate Networks, Inc. 11

12. Successful Leaders Know and Work Through
Networks By…
Bridging silos where
collaboration
matters.
Leveraging the Knowing and
network’s utilizing the
edge. network’s center.
© 2012 Activate Networks, Inc. 12

13. Realizing Innovation Potential Across Select
Collaborative Silos
Solutions
– Managing global connectivity:
Rotation and targeted attention to
connecting key people across
Issue
regions (e.g., strategically important
–
growth hub consumer products
Well known in Asia).
– Developing driven depth in R&D
organizationselect cross-expertise
integration plans: Identified 42
expertise by investing heavily in a
cross-expertise capabilities. yield
number of corepoints likely to Very
breakthrough innovation and took
successful in driving incremental
steps to promote connectivity
innovation but breakthrough at
those points.
products and cross-expertise
– group innovations had stalled.
Replicating networks of high
performing NPD teams: Profiled
networks of successful teams and
embedded project management
and process practices to
Region encourage relevant reaching out.
= NA
= ASIA
© 2012 Activate Networks, Inc. 13

14. 1. Network Dimensions Associated With High
Performing Organizations
2. Network Dimensions Underlying Successful
Collaboration
© 2012 Activate Networks, Inc. 14

15. Developing Network Responsiveness
Solutions
– Re-structure face to face and
virtual meeting formats: Employ
mechanisms that create
awareness of expertise and
vision for integration.
– Paper or electronic expertise
profiles: Critical to contain
professional information that
creates legitimacy and
personal information that
creates approachability.
– Web 2.0 technologies: Wikis
and other tools can take work
out of the network and build
awareness of expertise.
© 2012 Activate Networks, Inc. 15

16. Voice In A New Product Development Team
Network Diagram Based on Response: In either one-on-one conversations or meetings, my
interactions 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, people
identified 4.5 others with
whom they are
“extremely guarded” in
terms of sharing thoughts
and ideas. The minimum
and maximum times that
a person was cited by
others was 1-13.
© 2012 Activate Networks, Inc. 16

17. A Highly Energized Network…
Question: “When you interact with this person, how does it affect your energy level?”
Hierarchy
= Level 1
= Level 2
= Level 3
= Level 4
© 2012 Activate Networks, Inc. 17

18. Do You Create Energy Around You?
● Creates Personal
Connection
● Builds Reciprocity
Engages in Possibilities
Is Attentive in Meetings
Helps Others Contribute
Disagrees Productively
Flexible
● Follows Through On
Commitments
● Stands For Something
Larger Than Self
© 2012 Activate Networks, Inc. 18

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21. Questions?
For more information visit ActivateNetworks.net
and contact Todd Kiernan -
TKiernan@ActivateNetworks.net
© 2012 Activate Networks, Inc. 21