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CBS Human Resource Management - Organizational Networks (February 2019)

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CBS Human Resource Management - Organizational Networks (February 2019) Presentation

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CBS Human Resource Management - Organizational Networks (February 2019)

  1. 1. © CBS HUMAN RESOURCE MANAGEMENT ORGANIZATIONAL NETWORKS SANNE QVARFORDH & RICHARD SANTOS LALLEMAN INNOVISOR VISIT WWW.INNOVISOR.COM AND FOLLOW ON
  2. 2. © AGENDA & TODAY’S SPEAKERS 2 - BUSINESS CHALLENGES - INNOVISOR break - CASES Richard Santos Lalleman Center of Excellence Manager Sanne Qvarfordh Business Analyst +45 20 75 67 14 richard.lalleman@innovisor.com +45 60 13 70 72​ sanne.qvarfordh@innovisor.com HÆ HOI HALLÅ
  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. © OK … THEN LET’S USE OUR GUT FEELINGS? 11
  12. 12. © 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. 12
  13. 13. © • 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 … 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. © • 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 … 15
  16. 16. ©© INNOVISOR EVIDENCE-BASED CHANGE WITH THE POWER OF ORGANIZATIONAL NETWORK ANALYSIS
  17. 17. © FINANCIAL SERVICES MANUFACTURING LIFE SCIENCE & PHARMACEUTICALS OIL, GAS & ENERGY PROFESSIONAL SERVICES OTHER INNOVISOR SOME OF OUR CREDENTIALS & AMBASSADORS 17 The clients rate their satisfaction with Innovisor at an incredible 4.5 out of 5 points The clients are our ambassadors. 75% sign up as ambassador
  18. 18. © INNOVISOR STRONG MEDIA RECOGNITION 18
  19. 19. © INNOVISOR BRINGS EVIDENCE ON THE INFORMAL ORGANIZATION THE FORMAL ORGANIZATION THE INFORMAL ORGANIZATION 19
  20. 20. © SO WHO IS IT THAT CONNECT? COMPETENT INCOMPETENT UNSYMPATHETIC SYMPATHETIC 4 20
  21. 21. © SO WHO IS IT THAT CONNECT? 1 2 3 YOU NEED TO LOOK FOR KEY INFLUENCERS 21 COMPETENT INCOMPETENT UNSYMPATHETIC SYMPATHETIC 4
  22. 22. © EXERCISE WHO IS YOUR KEY INFLUENCER IN THIS NETWORK? 22 A B C D E F G H I J K L M N O P
  23. 23. © EXERCISE WHO IS YOUR KEY INFLUENCER IN THIS NETWORK? 23 KEY INFLUENCERS D E TOP INFLUENCERS 1 4 2 3 8 5 6 7 D 1 4 2 3 6 7 5 9L ReachReach
  24. 24. © #THREEPERCENTRULE FEWEST NUMBER WHO CAN REACH 24
  25. 25. © INFLUENCE THE RIGHT 3% IMPACTS UP TO 90% #THREEPERCENTRULE 25 FACT THE RIGHT 3% OF EMPLOYEES – A GROUP OF CAREFULLY SELECTED INFLUENCERS – IMPACT UP TO 90% OF THEIR PEERS CASE 600 FTE COMPANY IN FOUR COUNTRIES WITH THE 3% AKA INFLUENCERS MARKED WITH RED
  26. 26. © INFLUENCE THE RIGHT 3% IMPACTS UP TO 90% 26 #THREEPERCENTRULE FACT FOR COMPARISON - LEADERS – ABOUT 12% OF THE WORKFORCE – ONLY IMPACT ABOUT 50% OF ORGANIZATION CASE THE RED LINES SHOW THE INFLUENCE OF THE 3%. REMEMBER IT IS PEER-IDENTIFIED INFLUENCE
  27. 27. © INFLUENCE THE RIGHT 3% DRIVE PERCEPTIONS 27 UNITED KINGDOM 55% 37%8% UNITED STATES 79% 17%4% FACT PERCEPTIONS DIFFER BY “TRIBE”. IN THIS CASE LOCATION IS THE DIVIDER OF “TRIBES” QUESTION IN THE CASE WHAT WORD BEST DESCRIBES OUR CULTURE?
  28. 28. © INFLUENCE THE RIGHT LEADERS IMPACT ALL OTHER LEADERS INFLUENTIAL LEADERS 28 FACT THE 3% RULE ALSO APPLIES TO LEADERSHIP TEAMS CASE 150 LEADERS IN 2000 FTE COMPANY. FOUR LEADERS ARE THE INFORMAL LEADERS
  29. 29. © INFLUENCE THE RIGHT LEADERS IMPACT ALL OTHER LEADERS INFLUENTIAL LEADERS 29 FACT THE RIGHT 3% OF LEADERS IMPACT UP TO 85% OF THEIR PEERS
  30. 30. © ALL OTHER LEADERS INFLUENCE THE INFLUENTIAL LEADERS DRIVE ALIGNMENT 30 INFLUENTIAL LEADERS Q1 Q2 Q3 Q4 Q5 4.13 3.84 3.55 3.87 3.76 3.42 3.61 3.51 3.42 3.53 Q1 Q2 Q3 Q4 Q5 INFLUENTIAL LEADERS FACT LIBRARY OF 150 SCALE QUESTION HELP TAILOR DIAGNOSTIC DESIGN. EXAMPLES: “I UNDERSTAND THE LOGIC OF OUR STRATEGY” AND “I FEEL INFORMED ABOUT OUR STRATEGY”
  31. 31. © KEY INFLUENCERS SUMMING UP ACCELERATE WITH THE RIGHT PEOPLE 31 STRUCTURED UNSTRUCTURED FORMAL INFORMAL INVOLVE IN SHAPING INTERNAL COMMS CHANNELS & MESSAGING CHANGE INFLUENTIAL MANAGERS CONVERSATIONS  CO-CREATION. TURN INTO BRAND AMBASSADORS ALL MANAGERS TRAIN, SO THEY CAN ROLE MODEL ALL EMPLOYEES SENSE MAKING PROCESS #THREEPERCENTRULEINFLUENTIAL LEADERS
  32. 32. © DIFFERENCES BETWEEN ONA METHODS PROS & CONS 32 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
  33. 33. © • 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 KEY TAKE AWAYS 33
  34. 34. ©© INNOVISOR OTHER WAYS TO ADD VALUE FROM ORGANIZATIONAL NETWORK ANALYSIS
  35. 35. © CHANGE MANAGEMENT MAJOR ACQUISITION INDUSTRY MEDIA & ENTERTAINMENT NUMER OF EMPLOYEES IN SCOPE >24,000 LOCATION MAINLY UK The company was being acquired through one of the world’s biggest auctions, and was facing major organizational change. Objective: Identify key influencers.  Who should we not let go?  Who do we need to get onboard with the change? Results: • 731 people (3%), divided into four influencer types • Activation (open or closed) • Engagement based on alignment 35 Connect leaders to employees to bring them on same page Widespread engagement. Turn influencers into insiders Targeted engagement of influencers Conversations with influencers. See them as early warning Work with leadership team. Conversation with influencers How do the perceptions of influencers align with the leaders? Peers are more negative Peers are more positive Leaders are more negative Leaders are more positive How do the perceptions of influencers align with their peers?
  36. 36. © ORGANIZATIONAL RESTRUCTURING REALIZING SYNERGIES INDUSTRY INTERNATIONAL ORGANIZATION NUMER OF EMPLOYEES IN SCOPE 210 LOCATION MOLDOVA Fragmented collaboration and overlapping work between the organization’s different agencies led to unnecessary competition and lack of synergies. Objective: To work as ONE.  Where is the potential for increased collaboration?  What tasks do agencies want to collaborate on? Results: • Internally: increased knowledge sharing on projects and fundraising • Externally: improved stakeholder management 36 COLLABORATION PARTNERS OUTSIDE THE ORG ORG AGENCIES
  37. 37. © ORGANIZATIONAL RESTRUCTURING REALIZING SYNERGIES INDUSTRY INTERNATIONAL ORGANIZATION NUMER OF EMPLOYEES IN SCOPE 210 LOCATION MOLDOVA Fragmented collaboration and overlapping work between the organization’s different agencies led to unnecessary competition and lack of synergies. Objective: To work as ONE.  Where is the potential for increased collaboration?  What tasks do agencies want to collaborate on? Results: • Internally: increased knowledge sharing on projects and fundraising • Externally: improved stakeholder management 37 0% 20% 40% 60% 80% 100% Partner A Partner B Partner C Partner D Partner E Partner F Partner G Partner H Number of nominations 50 19 17 16 14 13 12 10 External collaboration partners Each color is a different organizational agency
  38. 38. © LEADERSHIP TEAM RECALIBRATION INDUSTRY LIFE SCIENCE NUMER OF EMPLOYEES IN SCOPE 180 LOCATION MAINLY DENMARK 38 Chr Hansen was planning a leadership seminar and needed a leadership diagnostic to use as input to base the seminar on. Objective: Identify leadership networks.  Who are the influential managers?  What type of relationships exist? Results: • Strong collaboration and alignment among leadership • Seating chart based on mutual wishes for increased collaboration
  39. 39. © COMMUNITY WORK WITH THE RIGHT PEOPLE (1/2) INDUSTRY MANUFACTURING NUMER OF EMPLOYEES IN SCOPE 150 LOCATION GLOBAL 39
  40. 40. © 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 40
  41. 41. © EXECUTIVE ONBOARDING OUTSTANDING CEO IN ONE YEAR INDUSTRY LIFE SCIENCES NUMBER OF EMPLOYEES IN SCOPE 150 This company brought in a new regional CEO to a unit, where 80% of employees were employed in sales. The new CEO wanted to: • Get a baseline of collaboration across business units and functions as input for organizational redesign • Understand how sales unit networks and sales performance correlated • Know who to engage with first. Who were the key influencers? - and who were the ‘invisible’ talents that needed to be retained FIRST ANALYSIS +1 YEAR
  42. 42. © How To Rethink Change With the Three Percent Rule Available on: https://www.analyticsinhr.com/bl og/rethink-change-three-percent- rule/ THANK YOU FURTHER READING ABOUT CHANGE 42 Who are the most influential people in your company? Available on: https://blogs.thomsonreuters.co m/answerson/who-are-the-most- influential-people-in-your- company/ Three Misconceptions about Internal Influencers Available on: https://www.innovisor.com/2018 /10/18/three-misconceptions- about-internal-influencers/ 3 Steps to Finding Gold in the Company Grapevine Available on: https://www.poppulo.com/blog/3 -steps-to-finding-gold-in-the- company-grapevine/ A Thomson Reuters Case
  43. 43. © How To Make Smart Collaboration a Reality Available on: https://www.innovisor.com/2018/ 05/16/how-to-make-smart- collaboration-a-reality/ THANK YOU FURTHER READING ABOUT COLLABORATION 43 Top Employers HR Conference 2018 - Power of Network Available on: https://www.innovisor.com/2018 /10/04/top-employers-hr- conference-2018-nicholas- creswell-from-thomson-reuters/ Stop Breaking Down The Silos. Save Them Available on: https://www.innovisor.com/2018 /04/16/stop-breaking-down-the- silos-save-them/ Evidence-Based Approach to Diversity & Inclusion Available on: https://www.innovisor.com/2018 /08/28/evidence-based- approach-to-diversity-inclusion/ A Thomson Reuters Case
  44. 44. © THANK YOU JOIN THE DISCUSSIONS 44 INNOVISOR ON LINKEDIN https://www.linkedin.com/company/innovisor/ ONA ON LINKEDIN https://www.linkedin.com/groups/2317898/
  45. 45. © 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

CBS Human Resource Management - Organizational Networks (February 2019) Presentation

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