This presentation was delivered to the Human Capital Analytics Group members

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CBS HUMAN CAPITAL ANALYTICS NETWORK MEETING
EVIDENCE-BASED CHANGE
RICHARD SANTOS LALLEMAN
HEAD OF QUALITY & INNOVATION
VISIT WWW.INNOVISOR.COM AND FOLLOW ON

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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
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EXERCISE WHAT CAN KEEP TWO PEOPLE FROM INTERACTING?
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WE ARE ALL LIVING ON DIFFERENT PLANETS!
WE ALL HAVE
UNCONSCIOUS BIASES –
OUR OPINIONS ABOUT
OTHERS ARE SHAPED BY
OUR PAST EXPERIENCES,
NOT FACTS
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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
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OUR NETWORKS OF PEOPLE ALSO RESULT IN COMPLEXITY
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EXERCISE – CALCULATE YOUR OWN COMPLEXITY
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In any group of ”N” people,
the number of possible
relationships (R) is defined
as:
N x (N-1) / 2

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EXERCISE – CALCULATE YOUR OWN COMPLEXITY
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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

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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 …
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… BUT NOW WE KNOW THIS IS WHAT REALLY TAKES PLACE!
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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)
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OK … THEN LET’S USE OUR GUT FEELINGS?
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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.
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• 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 …
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INNOVISOR
EVIDENCE-BASED CHANGE WITH THE POWER
OF ORGANIZATIONAL NETWORK ANALYSIS

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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
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WE NEED EVIDENCE ON HOW THE REAL ORG LOOKS
THE ORGANIZATIONAL CHART THE REAL ORGANIZATION
SILO
CONNECTOR
INFLUENCER
BOTTLENECK
GATEKEEPER?
CEO
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SO WHO IS IT THAT CONNECT?
COMPETENT
INCOMPETENT
UNSYMPATHETIC SYMPATHETIC
4
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SO WHO IS IT THAT CONNECT?
1
2
3
YOU NEED TO
LOOK FOR KEY
INFLUENCERS
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COMPETENT
INCOMPETENT
UNSYMPATHETIC SYMPATHETIC
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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
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#THREEPERCENTRULE FEWEST NUMBER WHO CAN REACH LARGEST PART
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CASE THE RIGHT THREE PERCENT GIVES ACCESS TO THE MANY
Source: Innovisor influencer diagnostic (2015)
in which we identified 19 key influencers
#THREEPERCENTRULE
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CASE THE RIGHT THREE PERCENT GIVES ACCESS TO THE MANY
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#THREEPERCENTRULESource: Innovisor influencer diagnostic (2015)
in which we identified 19 key influencers

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CASE IN THIS CASE NINETY PERCENT
Source: Innovisor influencer diagnostic (2015)
in which we identified 19 key influencers
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#THREEPERCENTRULE

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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
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#THREEPERCENTRULE

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CASE WHAT IS THE REACH WHEN PUSHING FROM THE TOP DOWN
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#THREEPERCENTRULESource: Innovisor influencer diagnostic (2015)
which relied on 32 managers to push from the top

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CASE WHAT IS THE REACH WHEN PUSHING FROM THE TOP DOWN
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#THREEPERCENTRULESource: Innovisor influencer diagnostic (2015)
which relied on 32 managers to push from the top

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CASE IT IS NOT ONLY ABOUT THE INDIVIDUALS. KNOW THE VIBE!
UNITED STATES
UNITED KINGDOM
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THE #THREEPERCENTRULE DRIVE PERCEPTIONS IN ORGANIZATIONS
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Source: https://www.linkedin.com/pulse/influencers-shape-employee-engagement-jeppe-vilstrup-hansgaard

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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!
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INNOVISOR
OTHER WAYS TO ADD VALUE FROM
ORGANIZATIONAL NETWOR ANALYSIS

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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/
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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.
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COMMUNITY WORK WITH THE RIGHT PEOPLE (1/2)
INDUSTRY MANUFACTURING NUMER OF EMPLOYEES IN SCOPE 150 LOCATION GLOBAL
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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
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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
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WHERE TO START?
SUCCEED IN CHANGE WITH THE POWER OF
ORGANIZATIONAL NETWORK ANALYSIS

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DIFFERENCES BETWEEN ONA METHODS PROS & CONS
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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

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ORGANIZATIONAL NETWORK ANALYSIS PLANNING SHEET
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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

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• 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
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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