Based on cases, research and unique data from global corporate players Innovisor will demonstrate the meaning and power of hidden networks in organizations, and why the informal and social dynamics of organizations are becoming increasingly significant for Communication professionals. The presentation will include introduction to methodology and practical approaches. Key points that the audience will learn from the presentation: -Engaging the right 3% of the key influencers can give you a 90% reach into your organization. -Why the corporate superstars are not your right change agents -Leaders can NEVER tell who their most influential employees are. -How can you apply the knowledge in your own organization

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IABC
CEO JEPPE VILSTRUP HANSGAARD/ OCTOBER 22, 2015
VISIT WWW.INNOVISOR.COM OR FOLLOW US AT
HOUSTON

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EMPOWERING
ORGANIZATIONAL SUCCESS
THE INNOVISOR PURPOSE

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AND WE HAVE HELPED MANY ORGANIZATIONS TO SUCCEED…
CLIENT EXAMPLES:
FEATURED BY:

4. ©Source: Making Change Work (2008), IBM
FEW ORGANIZATIONS SUCCEED WITH CHANGES AND TRANSITIONS

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MOST FORGET THE NEW WAY OF WORKING...
Source: The Work Foundation (2009), CEB (2015)
INCREASE OF EMPLOYEES ENGAGED IN CROSS-COLLABORATION WITHIN A DECADE5-FOLD
90% OF ALL ORGANIZATIONAL DECISIONS ARE MADE IN INFORMAL SETTINGS
70% OF VALUE-ADDING WORK RELATES TO INFORMAL NETWORKS
ENTERPRISE SOCIAL TECHNOLOGY CHALLENGING ALL FORMAL STRUCTURES

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MOST DO NOT REALIZE THE “KETCHUP EFFECT”!
Source: Hansgaard, J. (2015)

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MOST DO NOT TRANSFORM MINDSETS OF THE PEOPLE
I know a change
is coming
I understand
what the change is
all about
I understand
the implications
for myself
I will consider
changing my
behavior
I will try it out
This is the way
we do things
This is the way I
do things
FIRST CONTACT
ATTENTION UNDERSTANDING
ENGAGEMENT
ACCEPT
COMMITMENT
INTERNALIZATION

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... AND FORGET THAT FEELINGS ARE CONTAGIOUS
Source: Christiakis et al, 2009
15%
10%

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EXERCISE: WHAT CAN KEEP TWO PEOPLE FROM INTERACTING?

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YOU NEED A NEW ORGANIZATIONAL LENS
YOU NEED
insights of the
formal & informal

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THE ORGANIZATIONAL SNAPSHOT DISPLAYS TRIBES
With a snapshot of the real organization you get a unique insight into the
otherwise hidden tribes that exist in the organization.
Humans have always tribed – it’s part of how we survived the ice age!
Organizational tribes are built on parameters such as location, role, or
department but often we find that tribes are defined by age, common
interests, etc.
Getting your message across the disparate tribes of your organization
is a well-known challenge.
In organizations tribes determine whether change initiatives and leaders
succeed, and whether strategies are implemented. Knowing your tribes is
imperative for the success of your communication effort. When making your
tribes visible, you gain a clear understanding of your target group and only
then will you be able to efficiently communicate to all corners of your
organization. Making the organizational tribes work with you and not against
you can be the breaking point to make initiatives succeed.

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UNITED KINGDOM
YOU NEED TO UNDERSTAND THEIR PERCEPTIONS
• HOW DO EMPLOYEES PERCEIVE THE STRATEGY, THE CULTURE, OR OTHER IMPORTANT INGREDIENTS IN THE ORGANIZATION?
• IS IT THE SAME PERCEPTION ACROSS THE HIERARCHY, REGIONS, AND DEPARTMENTS?
• WHERE WILL THE TRANSFORMATION PROCESS FACE THE BIGGEST OBSTACLES?
Source: Innovisor Diagnostics (2015)
USA
1. Challenging
2. Friendly
3. Frustrating
4. Interesting
5. Enjoyable
6. Rewarding
7. Busy
8. Uninspiring
9. Routine
10. Exciting
TOP 10 WORDS
1. Fun
2. Family
3. Exciting
4. Challenging
5. Rewarding
6. Friendly
7. Awesome
8. Caring
9. Interesting
10. Teamwork
TOP 10 WORDS

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QUESTION: WHAT DO YOU RISK, IF YOU DO NOT KNOW?
ORGANIZATIONAL NETWORKS, RELATIONS AND
CONNECTIVITY ARE
ACCELERATORS OF CHANGE

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“TO PERSUADE THE UNDECIDED
SEND IN SOMEONE THEY TRUST”
Source: Klein, M. & Hansgaard, J. (2013)
TRUST IS A SHORTCUT WHEN TRANSFORMING PEOPLE
TRUST ACCELERATES TRANSFORMATION!!!

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SHOW-CASE: THE STORY OF PAUL REVERE
Source: Uzzi et al (2005)
The American Revolution, April 18, 1775
During the American revolution, Boston Patriots
Paul Revere and William Dawes set out on
horseback on different routes from the city to
rouse the Patriot minutemen against the British
who were about to embark.
Both sounded the alarm that the Revolutionary
War had begun. Dawes rode south while Revere
rode north, but the towns they traveled through
were demographically similar. But only Revere
raised a militia, and only Revere’s name became
famous.
What accounts for the difference? In large part,
the type of social network each man cultivated.
Revere knew who he should talk to in each little
village and thus managed to mobilize the right
people against the British.

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QUESTION: WHO DO PEOPLE TRUST?
COMPETENT
INCOMPETENT
UNSYMPHATETIC SYMPATHETIC
1
24
3

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THE FRENCHMAN
During an organizational transformation a large Danish corporation was
surprised to find that the person with the most influence of all, was a
Frenchman who had only been employed in the company for four months.
How can this be?
The organization was divided geographically on two locations at opposite ends
of the country.
Usually when employees traveled between offices for meetings they were
quick to get back to their “home office.”
However, the Frenchman always stayed behind for a few hours to socialize with
his colleagues in other functions and departments. By doing this, he managed
to build an extensive network across departments and locations and positioned
himself as the top influencer within only four months.
In most organization there is a hidden ”Frenchman”.
“The Frenchman” is an employee with informal power who is able to keep your
transformations and changes from becoming a success – and you cannot tell
who he is...

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CASE: THE INFLUENCE CURVE
Source: Innovisor Diagnostics, How many colleagues do employees influence? The top scorer influenced 57 colleagues (2011)

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IT IS NOT ENOUGH TO
KNOW YOUR MOST
INFLUENTIAL EMPLOYEES

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YOU ALSO NEED TO KNOW
THE TRIBES, CLIQUES AND
COMMUNITIES…

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THEN YOU CAN SELECT
THE RIGHT 3% TO INVOLVE
Source: Innovisor data

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CASE: HOW ARE THE 3% DISTRIBUTED IN THE REAL ORGANIZATION?
Source: Innovisor influencer diagnostics (2015)

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CASE: THE 3% REACH 90%
Source: Innovisor influencer diagnostics (2015)

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PLANNING USE OF THE 3% PERCENT MAKES THE DIFFERENCE
Source: Innovisor

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Structured
Unstructured
Formal Informal
Corporate
Communication
Role
Modeling
Dialogue  Trust
Sense Making
Change
Source: Innovisor

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REMEMBER TO KEEP IT INFORMAL
FIRESIDE CHATS BROWN BAG
LUNCHES
PIZZA MEETINGS

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DOES IT MAKE SENSE?
IF YES,
WHY ISN’T EVERYBODY USING THE APPROACH?

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LET ME INVITE YOU BEHIND THE SCENES AT INNOVISOR
IT SOUNDS SIMPLE BUT, IN REALITY IT IS
QUITE COMPLEX TO DO

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LET ME INVITE YOU BEHIND THE SCENES AT INNOVISOR
BIG DATA
ALGORITHMS &
APPLICATIONS QUESTION LIBRARY BENCHMARKS
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OPTIMIZATION
SPEED EMPLOYEE
DEVELOPMENT

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QUESTIONS