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Evidence-based Change - for Human Capital Analytics at Copenhagen Business School

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Evidence-based Change - for Human Capital Analytics at Copenhagen Business School

  1. 1. © CBS HUMAN CAPITAL ANALYTICS NETWORK MEETING EVIDENCE-BASED CHANGE RICHARD SANTOS LALLEMAN HEAD OF QUALITY & INNOVATION VISIT WWW.INNOVISOR.COM AND FOLLOW ON
  2. 2. © HOW MANY OF YOU  … know the problems faced by your ”frontline” or value-adding employees?  … know your most influential employees?  … appoint change agents or ambassadors? EXERCISE THREE QUESTIONS TO START THE CONVERSATION 2
  3. 3. © EXERCISE WHAT CAN KEEP TWO PEOPLE FROM INTERACTING? 3
  4. 4. © WE ARE ALL LIVING ON DIFFERENT PLANETS! WE ALL HAVE UNCONSCIOUS BIASES – OUR OPINIONS ABOUT OTHERS ARE SHAPED BY OUR PAST EXPERIENCES, NOT FACTS 4
  5. 5. © WHICH MAKE US ALL BLIND… Read the story: How BLINDFOLDED are you at work? WHEN WE ARE BLIND, WE MOVE IN DIFFERENT DIRECTIONS ACCEPT THIS AND YOU HAVE A CHANCE OF CHANGING 5
  6. 6. © OUR NETWORKS OF PEOPLE ALSO RESULT IN COMPLEXITY 6
  7. 7. © EXERCISE – CALCULATE YOUR OWN COMPLEXITY 7 In any group of ”N” people, the number of possible relationships (R) is defined as: N x (N-1) / 2
  8. 8. © EXERCISE – CALCULATE YOUR OWN COMPLEXITY 8 In any group of ”N” people, the number of possible relationships (R) is defined as: N x (N-1) / 2 0 500000 1000000 1500000 2000000 2500000 3000000 3500000 4000000 4500000 5000000 100 500 1000 3000 # of possible relationships
  9. 9. © WE USE ORG CHARTS AND OTHER STRUCTURES TO HELP US… FROM STAKEHOLDER MAPPING IN EXCEL SHEETS TO TRAINING PROGRAMS BY UNIT, COMMUNICATION PLANS AND MUCH MORE … 9
  10. 10. © … BUT NOW WE KNOW THIS IS WHAT REALLY TAKES PLACE! 10
  11. 11. © ORG CHARTS HAVE BECOME IRRELEVANT NEW STUDIES SHOW: - 90% of the work happens outside the boxes in the org. chart* - 70% of leading organizations will pilot network analysis by 2018** *) CEB (2015) **) European Network Analysis Summit (2017) 11
  12. 12. © OK … THEN LET’S USE OUR GUT FEELINGS? 12
  13. 13. © NO – DON’T DO THAT! WHO KNOWS WHAT? • ONLY 4% OF PROBLEMS KNOWN TO TOP MANAGERS • ONLY 9% OF PROBLEMS KNOWN TO MIDDLE MANAGERS • 100% OF PROBLEMS KNOWN TO FRONT LINE WORKERS Source: The Iceberg of Ignorance by Yoshida, S. 13
  14. 14. © • 53% OF EXECS FOCUS ONLY ON YES-SAYERS DANISH LEADERSHIP ASSOCIATION, 2012 • PEERS ARE MORE TRUSTED THAN MANAGERS EDELMAN TRUST BAROMETER, 2017 • WE TRIBE WITH PEOPLE THAT ARE JUST LIKE US INNOVISOR, 2013 • FACE-TO-FACE IS 34 TIMES MORE POWERFUL THAN AN E-MAIL HARVARD BUSINESS REVIEW, 2017 WE NEED TO EMBRACE THESE PEOPLE SECRETS, BECAUSE … 14
  15. 15. ©© INNOVISOR EVIDENCE-BASED CHANGE WITH THE POWER OF ORGANIZATIONAL NETWORK ANALYSIS
  16. 16. © INNOVISOR WHO WE ARE? Innovisor works with clients from across the globe. Our foothold is particularly strong within knowledge intensive industries. The clients of Innovisor are happy. They rate their satisfaction with Innovisor at an incredible 4,5 out of 5 points: 75% sign up as ambassadors: Innovisor is proud to be recognized by Bersin by Deloitte as a leading solution provider within Organizational Network Analysis, and having been shortlisted for the IBM Watson award for use of AI and Cognitive computing CLIENTS MEDIA RECOGNITION 16
  17. 17. © WE NEED EVIDENCE ON HOW THE REAL ORG LOOKS THE ORGANIZATIONAL CHART THE REAL ORGANIZATION SILO CONNECTOR INFLUENCER BOTTLENECK GATEKEEPER? CEO 17
  18. 18. © SO WHO IS IT THAT CONNECT? COMPETENT INCOMPETENT UNSYMPATHETIC SYMPATHETIC 4 18
  19. 19. © SO WHO IS IT THAT CONNECT? 1 2 3 YOU NEED TO LOOK FOR KEY INFLUENCERS 19 COMPETENT INCOMPETENT UNSYMPATHETIC SYMPATHETIC 4
  20. 20. © BECAUSE LET’S FACE IT SOME HAVE MORE INFLUENCE THAN OTHERS Source: Innovisor Diagnostics #OFEMPLOYEESINFLUENCED # OF EMPLOYEES IN ORGANIZATION One person influences 58 people In average, employees influence 5 people 20
  21. 21. © #THREEPERCENTRULE FEWEST NUMBER WHO CAN REACH LARGEST PART 21
  22. 22. © CASE THE RIGHT THREE PERCENT GIVES ACCESS TO THE MANY Source: Innovisor influencer diagnostic (2015) in which we identified 19 key influencers #THREEPERCENTRULE 22
  23. 23. © CASE THE RIGHT THREE PERCENT GIVES ACCESS TO THE MANY 23 #THREEPERCENTRULESource: Innovisor influencer diagnostic (2015) in which we identified 19 key influencers
  24. 24. © CASE IN THIS CASE NINETY PERCENT Source: Innovisor influencer diagnostic (2015) in which we identified 19 key influencers 24 #THREEPERCENTRULE
  25. 25. © CASE WHAT IS THE REACH WHEN PUSHING FROM THE TOP DOWN Source: Innovisor influencer diagnostic (2015) which relied on 32 managers to push from the top 25 #THREEPERCENTRULE
  26. 26. © CASE WHAT IS THE REACH WHEN PUSHING FROM THE TOP DOWN 26 #THREEPERCENTRULESource: Innovisor influencer diagnostic (2015) which relied on 32 managers to push from the top
  27. 27. © CASE WHAT IS THE REACH WHEN PUSHING FROM THE TOP DOWN 27 #THREEPERCENTRULESource: Innovisor influencer diagnostic (2015) which relied on 32 managers to push from the top
  28. 28. © CASE IT IS NOT ONLY ABOUT THE INDIVIDUALS. KNOW THE VIBE! UNITED STATES UNITED KINGDOM 28
  29. 29. © THE #THREEPERCENTRULE DRIVE PERCEPTIONS IN ORGANIZATIONS 29 Source: https://www.linkedin.com/pulse/influencers-shape-employee-engagement-jeppe-vilstrup-hansgaard
  30. 30. © THE #THREEPERCENTRULE ENGAGE WITH 3% TO DRIVE CHANGE CHANGE STRUCTURED UNSTRUCTURED FORMAL INFORMAL CORPORATE COMMUNICATION CONVERSATION  CO- CREATION ROLE MODELING SENSE MAKING THIS YOUR EARLY WARNING SYSTEM! 30
  31. 31. ©© INNOVISOR OTHER WAYS TO ADD VALUE FROM ORGANIZATIONAL NETWOR ANALYSIS
  32. 32. © RESTRUCTURING THE REAL EXPERTS INDUSTRY MEDIA & ENTERTAINMENT NUMER OF EMPLOYEES IN SCOPE 12,000 LOCATION GLOBAL The company underwent a transformation from a group of small regional teams to a newly- formed, large organization. They had handpicked their experts, but realized they also needed to know who the employees viewed as the experts. It turned out that there was only a 51% overlap between the top-down and the bottom-up identified experts, and management recognized that they had overlooked some really important people Read more: https://www.innovisor.com/case-from-usual-suspects-to-real-experts-2/ 32
  33. 33. © TALENT THE DARK HORSE Read more: https://www.linkedin.com/pulse/talent-why-dark-horse-got-promoted-jeppe-vilstrup-hansgaard/ INDUSTRY FINANCIAL SERVICES NUMER OF EMPLOYEES IN SCOPE 250 LOCATION GLOBAL A business line of this company needed to make the next executive promotion. Before the ONA, there was an obvious candidate for the promotion: the "super star" who had risen quickly through the ranks through his seven years in the company. The ONA, however, pointed to another person: the Dark Horse. Her own performance was solid, but the performance of her teams was outstanding. Three years later, she is considered one of the best promotions ever. 33
  34. 34. © COMMUNITY WORK WITH THE RIGHT PEOPLE (1/2) INDUSTRY MANUFACTURING NUMER OF EMPLOYEES IN SCOPE 150 LOCATION GLOBAL 34
  35. 35. © COMMUNITY WORK WITH THE RIGHT PEOPLE (2/2) INDUSTRY MANUFACTURING NUMER OF EMPLOYEES IN SCOPE 150 LOCATION GLOBAL THE CORE MEMBERS … are the people driving the Center of Excellence process or capability. They need to be visible to their peers, and facilitate best practice sharing across the community THE SUPPORTING MEMBERS … are most of the members in the community. They should know where to go for expertise, tools and methods THE UNCONNECTED MEMBERS? … are the people who spend most time on a process or capability but are not linked to their peers. Should they be more linked to the community? THE OVERLOADED MEMBERS? … are the people that have a major impact on their peers despite minimum time spend on a process or capability. Consider how to structure their work low high high OVERLOADED MEMBERS? SUPPORTING MEMBERS CORE MEMBERS UNCONNECTED MEMBERS? % of time spent… #ofcollaborationties 35
  36. 36. © EXECUTIVE ONBOARDING OUTSTANDING CEO IN ONE YEAR INDUSTRY LIFE SCIENCES NUMER OF EMPLOYEES IN SCOPE 250 LOCATION MIDDLE EAST This company brought in a new regional CEO to a unit, where 80% of employees were employed in sales. The new CEO wanted: • A baseline collaboration across business units and functions as input for organizational redesign • Understand how sales unit networks and sales performance correlated • Know who he needed to engage with first. Who were the key influencers? and did those names resemble the list of talents from his predecessor 2015 2016 36
  37. 37. ©© WHERE TO START? SUCCEED IN CHANGE WITH THE POWER OF ORGANIZATIONAL NETWORK ANALYSIS
  38. 38. © DIFFERENCES BETWEEN ONA METHODS PROS & CONS 38 DATA COLLECTION METHODOLOGY PROS CONS ACTIVE Survey Data (Independent) • Clear purpose • Flexible timing • Higher participation rate (83%) • Can tailor questions • Risk of survey fatigue (frequency) • Communication of purpose is necessary Survey Data (Embedded) • Only need one survey • Becomes standard procedure • Can tailor questions • Confusion of added concepts • Risk of survey fatigue (length) • Inflexible timing • Lower response rate (63%) PASSIVE Email Calendar Enterprise Social Network • Flexible timing • Unbiased patterns of interactions • No need for surveying people • Weak correlation with social relationships • Do not know what is behind the relationship • (Potential for two different networks) • Privacy concerns/policies
  39. 39. © ORGANIZATIONAL NETWORK ANALYSIS PLANNING SHEET 39 CHECKLIST OF KEY QUESTION AROUND: • DEFINING THE PURPOSE OF THE ONA • ONA METHODS • ANALYTICS AND VENDORS • PLANNING THE EXECUTION • SELLING TO BUSINESS LEADERS INTERESTED IN THE PLANNING SHEET? CONTACT US VIA WWW.INNOVISOR.COM
  40. 40. © • BE AWARE WE ARE ALL ON DIFFERENT PLANETS • KNOW YOUR VISIBILITY IS LIMITED • ORG CHARTS ARE USELESS FOR STRUCTURING CHANGE PROGRAMS • NOTHING HAPPENS UNTIL IT MAKES SENSE AT THE WATER COOLER • THREE PERCENT DRIVE PERCEPTIONS YOUR TAKE AWAYS 40
  41. 41. © ABOUT INNOVISOR Innovisor is the recognized advisory within organizational network analysis. It delivers its organizational diagnostics products and services to clients across the world. It documented and coined the “Three Percent Rule” for identification of influencers inside organizations. The clients of Innovisor include an increasing number of Standard & Poor 500, FTSE 100, and Stoxx Europe 600-companies. FOLLOW INNOVISOR ON: Twitter | LinkedIn | Facebook | Innovisor.com INNOVISOR is organized into two geographic areas: North America and Europe INNOVISOR Europe ApS Nymøllevej 50 DK-2800 Kgs. Lyngby, DENMARK INNOVISOR NORTH AMERICA Inc 7288 Hanover Green Drive Mechanicsville, VA 23111 USA

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