The document discusses using organizational network analysis to identify key influencers and improve collaboration within organizations. It provides examples of how network analysis was used by various companies to assist with major acquisitions, organizational restructuring, leadership team recalibration, and community building. The analysis identifies influential employees, relationships between groups, and opportunities to increase collaboration in order to drive organizational change.

1. ©
CBS HUMAN RESOURCE MANAGEMENT
ORGANIZATIONAL NETWORKS
SANNE QVARFORDH & RICHARD SANTOS LALLEMAN
INNOVISOR
VISIT WWW.INNOVISOR.COM AND FOLLOW ON

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. ©
EXERCISE WHAT CAN KEEP TWO PEOPLE FROM INTERACTING?
3

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. ©
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. ©
OUR NETWORKS OF PEOPLE ALSO RESULT IN COMPLEXITY
6

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. ©
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. ©
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. ©
… BUT NOW WE KNOW THIS IS WHAT REALLY TAKES PLACE!
10

11. ©
OK … THEN LET’S USE OUR GUT FEELINGS?
11

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. ©
• 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. ©
• 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. ©
• 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. ©©
INNOVISOR
EVIDENCE-BASED CHANGE WITH THE POWER
OF ORGANIZATIONAL NETWORK ANALYSIS

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

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INNOVISOR STRONG MEDIA RECOGNITION
18

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INNOVISOR BRINGS EVIDENCE ON THE INFORMAL ORGANIZATION
THE FORMAL ORGANIZATION THE INFORMAL ORGANIZATION
19

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SO WHO IS IT THAT CONNECT?
COMPETENT
INCOMPETENT
UNSYMPATHETIC SYMPATHETIC
4
20

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SO WHO IS IT THAT CONNECT?
1
2
3
YOU NEED TO
LOOK FOR KEY
INFLUENCERS
21
COMPETENT
INCOMPETENT
UNSYMPATHETIC SYMPATHETIC
4

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

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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. ©
#THREEPERCENTRULE FEWEST NUMBER WHO CAN REACH
24

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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

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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. ©
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. ©
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. ©
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. ©
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. ©
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. ©
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. ©
• 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. ©©
INNOVISOR
OTHER WAYS TO ADD VALUE FROM
ORGANIZATIONAL NETWORK ANALYSIS

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. ©
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. ©
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. ©
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. ©
COMMUNITY WORK WITH THE RIGHT PEOPLE (1/2)
INDUSTRY MANUFACTURING NUMER OF EMPLOYEES IN SCOPE 150 LOCATION GLOBAL
39

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. ©
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. ©
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. ©
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. ©
THANK YOU JOIN THE DISCUSSIONS
44
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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
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