The Complete Organizational Network Analysis Handbook_APR2014 #SocialNetworkA...Stephen Tavares
ONA has been around for several years and in the past few, as big data and Internet applications have become more prevalent, it has even turned into a buzzy catchphrase.
This overview presentation will help build the case for ONA and provide insight into the best use of the tools to maximize human capital performance in any organization.
Digital Transformation Strategy PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Digital Transformation Strategy Powerpoint Presentation Slides. Our topic-specific Digital Transformation Strategy Powerpoint Presentation Slides presentation deck contains twenty-three slides to formulate the topic with a sound understanding. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. PPT slides are accessible in both widescreen and standard format. PowerPoint templates are compatible with Google Slides. Quick and risk-free downloading process. It can be easily converted into JPG or PDF format
Staff augmentation is a popular business strategy, wherein you can hire candidates from another organization located in a country with a low cost of living. The organization adopts this approach to quickly scale their internal team and meet the IT requirements.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
The Complete Organizational Network Analysis Handbook_APR2014 #SocialNetworkA...Stephen Tavares
ONA has been around for several years and in the past few, as big data and Internet applications have become more prevalent, it has even turned into a buzzy catchphrase.
This overview presentation will help build the case for ONA and provide insight into the best use of the tools to maximize human capital performance in any organization.
Digital Transformation Strategy PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Digital Transformation Strategy Powerpoint Presentation Slides. Our topic-specific Digital Transformation Strategy Powerpoint Presentation Slides presentation deck contains twenty-three slides to formulate the topic with a sound understanding. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. PPT slides are accessible in both widescreen and standard format. PowerPoint templates are compatible with Google Slides. Quick and risk-free downloading process. It can be easily converted into JPG or PDF format
Staff augmentation is a popular business strategy, wherein you can hire candidates from another organization located in a country with a low cost of living. The organization adopts this approach to quickly scale their internal team and meet the IT requirements.
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
Business Environment is massively impacted by VUCA, Technology & New workforce. New business models are fast emerging and are totally different from the current ones. The new dynamics will require HR to undergo a metamorphosis in order to deliver value. The Future of HR is NOW.
MDM Institute: Why is Reference data mission critical now?Orchestra Networks
Learn why market-leading enterprises are focusing on RDM in this exclusive webinar from MDM research analyst Aaron Zornes
More than 55% of large enterprises surveyed by the MDM Institute are planning on implementing reference data management (RDM) in the next 18 months.
Why is RDM mission critical today?
How does RDM differ from (how is it similar to) MDM?
What are the top business drivers for RDM?
What are the “top 10” technical evaluation criteria?
Where are most organizations focusing their RDM efforts?
Aaron Zornes, Chief Research Officer of the MDM Institute, answers these questions and more when he reveals findings from the first ever RDM market study based on a 1Q2014 survey of 75+ global 5000 size enterprises.
Don't be scared, level zero in a capability map is just a way to structure the map so that we have a consistent way of communicating. It's really not that important if all you wish todo is create an excellent set of capabilities for your business. However if you are intent on changing the foundation of your business then level zero is absolutely imperative to get right. Capabilities and capability maps are not organization structures, they do however serve as a powerful instrument when one need to create an organization architecture, in fact they are best thought of as organizing structures.
Data Science and Analytics in Human Resources - Moneyball comes to HRJosh Bersin
Latest research on the imbalance in employment and the need for data science and assessment science in HR. Applies the concepts of the book Moneyball to HR.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
How Talent Analytics Can Help You Maximize Your HR StrategyGlassdoor
For most organizations, the promise of Big Data remains unfulfilled. The vast majority of organizations are stuck in a reporting cycle, churning out lots of metrics, but few insights or solutions. The ability to measure, analyze, and optimize talent practices is now critical to business success.
Many HR organizations have recognized this need and are starting to invest more strategically in measurement and analytics. With a plethora of data, recruiting is an area ripe to take advantage of analytics. With the right tools and capabilities, this data can be turned into competitive advantage.
Check out our webinar feat. Karen O'Leonard, VP of Benchmarking & Analytics Research of Bersin by Deloitte and Wiliam Blackstorm, Sr. Manager Sourcing & Market Intelligence & Director of Global Talent Analytics, Research Division of Cisco to learn:
-Where to start when analyzing recruitment data
-How to build an effective talent analytics capability
-How one organization, Cisco, is using analytics to develop a more effective recruitment strategy
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Industry X.0 - Realizing Digital Value in Industrial Sectorsaccenture
Industry X.0 is a new way for manufacturing to operate. At its heart are highly intelligent, interconnected products and ecosystems that create a fully digital value chain, supplemented by new core innovation competences and deep cultural change. Learn more: https://accntu.re/2wKLK4m
Driving Business Agility & Innovation with Enterprise ArchitectureCorso
How can Enterprise Architecture take the driving seat to deliver increased business agility and uncover new opportunities for innovation? This presentation, first given at the Gartner Enterprise Architecture Summit 2015 in Grapevine, Texas, explains how it can be done.
How we start our strategic partnership with clients? We usually run a HR due diligence project. Have a look at it and do not hesitate to contact me about details.
www.humanvalue.eu
MDM Institute: Why is Reference data mission critical now?Orchestra Networks
Learn why market-leading enterprises are focusing on RDM in this exclusive webinar from MDM research analyst Aaron Zornes
More than 55% of large enterprises surveyed by the MDM Institute are planning on implementing reference data management (RDM) in the next 18 months.
Why is RDM mission critical today?
How does RDM differ from (how is it similar to) MDM?
What are the top business drivers for RDM?
What are the “top 10” technical evaluation criteria?
Where are most organizations focusing their RDM efforts?
Aaron Zornes, Chief Research Officer of the MDM Institute, answers these questions and more when he reveals findings from the first ever RDM market study based on a 1Q2014 survey of 75+ global 5000 size enterprises.
Don't be scared, level zero in a capability map is just a way to structure the map so that we have a consistent way of communicating. It's really not that important if all you wish todo is create an excellent set of capabilities for your business. However if you are intent on changing the foundation of your business then level zero is absolutely imperative to get right. Capabilities and capability maps are not organization structures, they do however serve as a powerful instrument when one need to create an organization architecture, in fact they are best thought of as organizing structures.
Data Science and Analytics in Human Resources - Moneyball comes to HRJosh Bersin
Latest research on the imbalance in employment and the need for data science and assessment science in HR. Applies the concepts of the book Moneyball to HR.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
This presentation is on leveraging Enterprise Architecture Governance and Project Portfolio Management Best Practices to:
Accelerate project execution
Manage project and architecture inter-dependencies
Deliver realised value
Improve Enterprise and PMO collaboration
How Talent Analytics Can Help You Maximize Your HR StrategyGlassdoor
For most organizations, the promise of Big Data remains unfulfilled. The vast majority of organizations are stuck in a reporting cycle, churning out lots of metrics, but few insights or solutions. The ability to measure, analyze, and optimize talent practices is now critical to business success.
Many HR organizations have recognized this need and are starting to invest more strategically in measurement and analytics. With a plethora of data, recruiting is an area ripe to take advantage of analytics. With the right tools and capabilities, this data can be turned into competitive advantage.
Check out our webinar feat. Karen O'Leonard, VP of Benchmarking & Analytics Research of Bersin by Deloitte and Wiliam Blackstorm, Sr. Manager Sourcing & Market Intelligence & Director of Global Talent Analytics, Research Division of Cisco to learn:
-Where to start when analyzing recruitment data
-How to build an effective talent analytics capability
-How one organization, Cisco, is using analytics to develop a more effective recruitment strategy
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Industry X.0 - Realizing Digital Value in Industrial Sectorsaccenture
Industry X.0 is a new way for manufacturing to operate. At its heart are highly intelligent, interconnected products and ecosystems that create a fully digital value chain, supplemented by new core innovation competences and deep cultural change. Learn more: https://accntu.re/2wKLK4m
Driving Business Agility & Innovation with Enterprise ArchitectureCorso
How can Enterprise Architecture take the driving seat to deliver increased business agility and uncover new opportunities for innovation? This presentation, first given at the Gartner Enterprise Architecture Summit 2015 in Grapevine, Texas, explains how it can be done.
How we start our strategic partnership with clients? We usually run a HR due diligence project. Have a look at it and do not hesitate to contact me about details.
www.humanvalue.eu
Using social network analysis to improve innovation and performanceScott Smith
A significant yet often overlooked component of people’s information environments is composed of the relationships that they use to acquire information and knowledge. Social network analysis (SNA) allows managers to visualize and understand the myriad of relationships that can either facilitate or impede knowledge creation and transfer. In research conducted by the IBM Institute for Knowledge Management, we discovered four different relationship dimensions which are important for success.
A high-level overview of social network analysis, providing background on how it came into the knowledge management field. Includes an example and core concepts pertinent to the audience, online community managers.
Empowering Agile Self-Organized Teams with Design ThinkingC4Media
Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2EyA2RM.
William Evans covers the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. He presents a case study of how an infrastructure engineering team learned the key practices of design thinking to reduce the lead time for delivering services and systems. Filmed at qconnewyork.com.
William Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization.
More than ever, we need to learn how to harness the power of networks to tackle the complex issues we're facing as a society. Here's a quick guide to the basics of social network analysis.
Interested? Sign up at http://kumu.io
The rapidly changing–and, at times, excessively complex–nature of development work demands diverse competences from aid agencies such as the Asian Development Bank. The learning challenges these present require the ability to work more reflectively in a turbulent practice environment.
After reading the case study prepare Assignment One - Collecting I.docxcoubroughcosta
After reading the case study prepare Assignment One - Collecting Information as described in the case study (page 18).
ASSIGNMENT ONE – COLLECTING INFORMATION
Organizational Design consulting survey
Use this form when collecting information about your client organization (AMAZON). Use those questions that seem most relevant. You will probably be unable to answer some of the questions.
Using the questions below, obtain information on Amazon. In a word document, essay for using the questions as headings. APA format.
Paper should have a cover, abstract, and references, in-text as well. Make sure all sources are clearly referenced.
Organizational Purpose
What is the mission of this organization?
What are the main goals?
What organizational cultural beliefs support the mission and goals?
How does the organization measure its success?
Organizational Passage
Describe the historical development of this organization.
How does this organization respond to risk?
Describe the balance between short-term and long-term focus for this organization.
Describe how this organization approaches its external environment. How aware is this organization of its external environment?
How much emphasis does this organization put on results, both short and long term?
Internal Environment
How well does this organization coordinate across functions?
How is information shared across functions?
What are the core processes and products provided by this organization?
What unique processes and products does the organization produce well?
Are there processes and products that prevent this organization from optimal performance? If so, how?
External Environment
Describe the clients of this organization. Are there potential future clients that are desirable for this organization? What suppliers does this organization depend on to meet its mission and goals? n
Describe the competitors of this organization. What are some industry trends?
Is there any regulation anticipated that will affect this organization and its industry? Please explain.
Is there any new technology anticipated that will affect this organization and its industry? Please explain.
Structural Dimensions
What activities at this organization are performed by specialists?
How specific are procedures at this organization?
Does this organization use detailed work processes?
How important are items such as employee handbooks, organizational charts and job descriptions to this organization? What levels of leadership have decision-making authority at this organization?
Is this organization focused on employee empowerment?
What is the span of control at the highest level of the organization (i.e., CEO level)?
What is the span of control for first-line supervisors at this organization?
Contextual Factors
Describe any major changes that have occurred in the history of this organization. Explain the ownership structure of this organization.
How many employees work at this organization?
What financial information .
Professional air quality monitoring systems provide immediate, on-site data for analysis, compliance, and decision-making.
Monitor common gases, weather parameters, particulates.
This presentation explores a brief idea about the structural and functional attributes of nucleotides, the structure and function of genetic materials along with the impact of UV rays and pH upon them.
BREEDING METHODS FOR DISEASE RESISTANCE.pptxRASHMI M G
Plant breeding for disease resistance is a strategy to reduce crop losses caused by disease. Plants have an innate immune system that allows them to recognize pathogens and provide resistance. However, breeding for long-lasting resistance often involves combining multiple resistance genes
DERIVATION OF MODIFIED BERNOULLI EQUATION WITH VISCOUS EFFECTS AND TERMINAL V...Wasswaderrick3
In this book, we use conservation of energy techniques on a fluid element to derive the Modified Bernoulli equation of flow with viscous or friction effects. We derive the general equation of flow/ velocity and then from this we derive the Pouiselle flow equation, the transition flow equation and the turbulent flow equation. In the situations where there are no viscous effects , the equation reduces to the Bernoulli equation. From experimental results, we are able to include other terms in the Bernoulli equation. We also look at cases where pressure gradients exist. We use the Modified Bernoulli equation to derive equations of flow rate for pipes of different cross sectional areas connected together. We also extend our techniques of energy conservation to a sphere falling in a viscous medium under the effect of gravity. We demonstrate Stokes equation of terminal velocity and turbulent flow equation. We look at a way of calculating the time taken for a body to fall in a viscous medium. We also look at the general equation of terminal velocity.
ESR spectroscopy in liquid food and beverages.pptxPRIYANKA PATEL
With increasing population, people need to rely on packaged food stuffs. Packaging of food materials requires the preservation of food. There are various methods for the treatment of food to preserve them and irradiation treatment of food is one of them. It is the most common and the most harmless method for the food preservation as it does not alter the necessary micronutrients of food materials. Although irradiated food doesn’t cause any harm to the human health but still the quality assessment of food is required to provide consumers with necessary information about the food. ESR spectroscopy is the most sophisticated way to investigate the quality of the food and the free radicals induced during the processing of the food. ESR spin trapping technique is useful for the detection of highly unstable radicals in the food. The antioxidant capability of liquid food and beverages in mainly performed by spin trapping technique.
The ability to recreate computational results with minimal effort and actionable metrics provides a solid foundation for scientific research and software development. When people can replicate an analysis at the touch of a button using open-source software, open data, and methods to assess and compare proposals, it significantly eases verification of results, engagement with a diverse range of contributors, and progress. However, we have yet to fully achieve this; there are still many sociotechnical frictions.
Inspired by David Donoho's vision, this talk aims to revisit the three crucial pillars of frictionless reproducibility (data sharing, code sharing, and competitive challenges) with the perspective of deep software variability.
Our observation is that multiple layers — hardware, operating systems, third-party libraries, software versions, input data, compile-time options, and parameters — are subject to variability that exacerbates frictions but is also essential for achieving robust, generalizable results and fostering innovation. I will first review the literature, providing evidence of how the complex variability interactions across these layers affect qualitative and quantitative software properties, thereby complicating the reproduction and replication of scientific studies in various fields.
I will then present some software engineering and AI techniques that can support the strategic exploration of variability spaces. These include the use of abstractions and models (e.g., feature models), sampling strategies (e.g., uniform, random), cost-effective measurements (e.g., incremental build of software configurations), and dimensionality reduction methods (e.g., transfer learning, feature selection, software debloating).
I will finally argue that deep variability is both the problem and solution of frictionless reproducibility, calling the software science community to develop new methods and tools to manage variability and foster reproducibility in software systems.
Exposé invité Journées Nationales du GDR GPL 2024
Travis Hills' Endeavors in Minnesota: Fostering Environmental and Economic Pr...Travis Hills MN
Travis Hills of Minnesota developed a method to convert waste into high-value dry fertilizer, significantly enriching soil quality. By providing farmers with a valuable resource derived from waste, Travis Hills helps enhance farm profitability while promoting environmental stewardship. Travis Hills' sustainable practices lead to cost savings and increased revenue for farmers by improving resource efficiency and reducing waste.
Nutraceutical market, scope and growth: Herbal drug technologyLokesh Patil
As consumer awareness of health and wellness rises, the nutraceutical market—which includes goods like functional meals, drinks, and dietary supplements that provide health advantages beyond basic nutrition—is growing significantly. As healthcare expenses rise, the population ages, and people want natural and preventative health solutions more and more, this industry is increasing quickly. Further driving market expansion are product formulation innovations and the use of cutting-edge technology for customized nutrition. With its worldwide reach, the nutraceutical industry is expected to keep growing and provide significant chances for research and investment in a number of categories, including vitamins, minerals, probiotics, and herbal supplements.
Richard's aventures in two entangled wonderlandsRichard Gill
Since the loophole-free Bell experiments of 2020 and the Nobel prizes in physics of 2022, critics of Bell's work have retreated to the fortress of super-determinism. Now, super-determinism is a derogatory word - it just means "determinism". Palmer, Hance and Hossenfelder argue that quantum mechanics and determinism are not incompatible, using a sophisticated mathematical construction based on a subtle thinning of allowed states and measurements in quantum mechanics, such that what is left appears to make Bell's argument fail, without altering the empirical predictions of quantum mechanics. I think however that it is a smoke screen, and the slogan "lost in math" comes to my mind. I will discuss some other recent disproofs of Bell's theorem using the language of causality based on causal graphs. Causal thinking is also central to law and justice. I will mention surprising connections to my work on serial killer nurse cases, in particular the Dutch case of Lucia de Berk and the current UK case of Lucy Letby.
hematic appreciation test is a psychological assessment tool used to measure an individual's appreciation and understanding of specific themes or topics. This test helps to evaluate an individual's ability to connect different ideas and concepts within a given theme, as well as their overall comprehension and interpretation skills. The results of the test can provide valuable insights into an individual's cognitive abilities, creativity, and critical thinking skills
Comparing Evolved Extractive Text Summary Scores of Bidirectional Encoder Rep...University of Maribor
Slides from:
11th International Conference on Electrical, Electronics and Computer Engineering (IcETRAN), Niš, 3-6 June 2024
Track: Artificial Intelligence
https://www.etran.rs/2024/en/home-english/
3D Hybrid PIC simulation of the plasma expansion (ISSS-14)
Organizational network analysis and agent-based modeling
1. ORGANIZATIONAL NETWORK ANALYSIS AND
AGENT-BASED MODELING
Dr. Simone Gabbriellini
GECS - University of Brescia
simone.gabbriellini@unibs.it
2. OUTLINE OF THE TALK
➤ Why Organizational Network
Analysis
➤ Brief outlook
➤ What is agent-based modeling
(ABM)
➤ Brief outlook
➤ How ABM works
➤ A simple example
➤ What are silos in
organizations
➤ Insights from an ABM
➤ Conclusions
4. CULTUREAMP
➤ Understand the culture of
your organization
➤ Track the performances of
your organization
➤ Understand job movements -
candidates, on boarding and
exit
5. BLACKBOOKHR
➤ See how relationships and
information flow through your
organization
➤ Analyze, build and model
networks to anticipate the
effects of change.
➤ Discover the hidden
influencers in your
organization who are critical
to getting work done
6. SEEYOURNETWORK
➤ What if you could x-ray your
organization to learn how
work is really getting done?
➤ SYNAPP is an online tool for
illuminating and analyzing
how your organization really
works.
7. KEYNETIQ
➤ Visualize and understand
different types of relations
between employees directly
affecting organizational
effectiveness and agility.
➤ Implement organizational
network analysis with this
easy-to-use platform to
leverage your networks for
performance, growth and
innovation.
8. SOCILYZER
➤ Get an overview of the collaboration
within and between groups such as
geographical units, project teams, and
business units.
➤ Identify close-knit groups and
organizational silos within your
organization - and the individuals who
tie them together.
➤ Characterize your organization with
regards to being fragmented or
centralized and general level of
collaboration for knowledge sharing,
innovation, communication, and
collaboration.
➤ Find individual connectors, bridge
builders, bottlenecks, and influencers
within your organizational network.
9. ONA IN A NUTSHELL
➤ How can we retain employees and reduce voluntary turnover?
➤ How can we understand the flow of knowledge in our organizations
and facilitate the flow of new knowledge in the right direction?
➤ How can we detect bottlenecks and tensions that may jeopardize
the performances of a department?
➤ How can we avoid the “not-invented-here” syndrome, or prevent
our employees to reinvent the wheel when executing a task?
➤ How can we assess the level of reciprocity needed for cooperation
to flourish between our employees?
➤ How can we detect if our company works as a set of separated
“silos”?
10. ONA IN A NUTSHELL
➤ ONA represents a paradigm for Organizational Studies - since
’70
➤ ONA represents social structure in terms of relationships
between social actors
➤ ONA deals with the types and patterns of relationships, and
the causes and consequences of these patterns
11. ONA IN A NUTSHELL
➤ Organizational Network Analysis (ONA) is a powerful set of
theories and methods that aims at giving insights on an
organization by imagining the whole organization as a
network of people bounded by different kinds of relationships
(i.e., normative, communication, advice, trust…).
➤ Applying ONA principles to organizations aims at
understanding (Parise 2007; Borgatti and Foster 2003):
➤ knowledge creation, transfer and innovation;
➤ supporting critical bridges in networks that helps bound
the network together;
➤ retention and succession planning
12. COLLECT DATA
➤ Survey to retrieve multiple networks within the organization
➤ communication network
➤ advice network
➤ trust network
Whom do you talk to every day within the past month?
With whom do you socialize outside of work within the past month?
Whom do you turned to within the last month for answers to fairly specific or detailed questions at work?
Whom do you turned to within the last month for general guidance or referrals to other sources of
information?
Whom would you trust to keep in confidence your concerns about a work-related issue?
Whom would you recruit to support a proposal of yours that could be unpopular?
13. SOME MEASURES AND THEIR APPLICATION
MEASURE MEANING INTERVENTION
struct eq Employees with the similar patterns of connections
can behave in similar ways
Manage knowledge associated with job
succession planning
indegree on
comm net
Identifies central or critical people in the knowledge
flow of the organization.
Decrease information bottlenecks
Distribute information more effectively,
especially to people on the periphery of the
network Ensure succession and continuation
of relevant expertise
indegree on
trust net
This measure identifies the underlying corporate
culture representatives.
Identify the most trusted employees for
corporate culture development
Let trusted employees lead trust building
activities to mentor less trusted colleagues
constraint
on advice
net
Ability to collect relevant knowledge from multiple,
diverse sources; having access to diverse
perspectives improves the ability to get promotions
and be better placed in the organization flow of
knowledge.
Identify employees that need mentoring
Identify possible mentors
Improve retention and try to impede employees
turnover
constraint
on comm
net
Personal support refers to the ability to mobilize
social capital needed to cope with different tasks.
Central nodes receive information sooner than those
on a network’s periphery or access more novel
information when bridging disconnected parties.
Identify employees with high/low social capital
Sustain, mobilize and share social capital
(avoid to “recreate the wheel” or share more
efficiently innovative solutions)
14. SOME MEASURES AND THEIR APPLICATION
MEASURE MEANING INTERVENTION CAN
heterogene
ity in comm
net
Empowerment describes the extent to which an
employee is connected to colleagues outside his/her
immediate team or department; the greater your
collaboration, the greater your ability to work across
organizational silos to get tasks accomplished.
Assign brokers to ensure connections
between subgroups
Ensure knowledge connections are sufficient
both within and between subgroups
reciprocity This measure is focused on peer leadership, where
peers can speak openly and honestly with each other,
outside the structures of power and authority within
which they live and work.
Identify informal leadership groups
Develop a more strong culture within the
organization.
bet in
comm
network
This measure identifies the degree of collaborative
knowledge sharing.
Develop skills to enhance interpersonal
effectiveness . Decrease cultural or structural
barriers to collaboration
bet in
advice net
This measure identifies organizational leaders that
have access to perspectives, ideas, and networks that
are otherwise unknown to most network members.
Determine who the current brokers are now,
which can influence interventions, what these
key individuals know and also whom they
know in terms of critical relationships
bet in trust
net
the right employees to identify change initiatives
and identify the current change agents who are the
informal leaders in the organization.
Assign the right leader to solve a specific
problem or introduce a new policy in the
group. Determine who is the current informal
leaders in the network
local closet
comm net
Execution refers to the ability to get the work done.
This measure identifies how well distributed
knowledge is in an organization and also how solid the
workflow is.
Shorten the distance it takes for knowledge to
reach the entire network. Identify leverage
points in the network to improve connectivity
16. WHAT IS AGENT-BASED MODELING?
16
empirical puzzle
keep it simple…
a reasonable representation…
keep it descriptive…
17. DEL RIGOR EN LA CIENCIA
➤ Borges’ story imagines an empire
where the science of cartography
becomes so exact that only a map on
the same scale as the empire itself will
suffice.
➤ Jorge Luis
Borges (1946)
GENERATIVE PRINCIPLE
➤ ABM are used within the
conceptual framework of
what Epstein’s (2006) called
Generative Social Science
➤ The research question is:
“how could the
decentralized local
interactions of
heterogeneous autonomous
agents generate the given
regularity?”
➤ Formalisation:
¬S ⇐ ¬G
➤ Macy & Willer
(2002)
COMPUTATIONAL SOCIOLOGY
➤ Macy and Willer (2002) identify ABM as the
right tool for advancing sociological theory
➤ Human group processes are highly complex,
non-linear, path dependent, and self-
organizing.
➤ A bottom-up approach should be more
efficient than a top-down and aggregate one.
17
18. SO WHAT IS AN ABM?
➤ABM represent individuals, their
behaviors and their interactions
➤Agents have decision-making abilities and
an understanding of their environment
➤emergence is not a mystery: “it is precisely
the adequate description of the individual
bee that explains the hive” (Epstein
1999)
18
19. SO WHAT IS AN ABM?
➤ An ABM is a computer program:
➤ a collection of agents and their states
➤ the rules governing the interactions of
the agents
➤ the environment within which they
live.
19
20. SO WHAT IS AN ABM?
➤ ABM as a magnifying glass
(Terna 2012) that helps you to
see into the puzzle:
➤ we have some hypotheses
➤ we implement them
➤ we test them - maybe
against empirical data
➤ we can discard them and
change our framework of
assumptions
➤ or accept them because they
offer generative sufficiency
20
21. WHAT IS AN “AGENT”?
➤ An agent is a thing which
does things to things
(Kauffman)
➤ An agent is a persistent thing
which (Shalizi, 2004):
➤ has some state you find
worth representing
➤ interacts with other agents,
mutually modifying each
others’ states
21
23. SO WHAT IS AN ABM?
➤ If social actors can modify their properties then:
➤ the model is dynamic: it implies that there is a before and an after
➤ there is a scheduling: who has to do what in what order under
what conditions?
➤ If you can change the values and outline a sequence of actions and
events, then you must have some rules to decide how to change
such values and define the temporal sequences
➤ The rules you pick up are your hypotheses on the social
phenomenon at stake
➤ To be more precise, these rules are the computational
translation of your hypotheses (no black boxes)
24. WHAT IS SIMULATED TIME?
➤ A schedule implies a timeline
➤ ask agents [
do something
]
increment time
➤ How can a deterministic device produce random
events?
➤ How can we use pseudo-random numbers?
➤ We also need a seed, like 123456789
24
25. ABM PRODUCES DATA
➤ Every model has a parameters
space
➤ Select a granularity
➤ Simulate each possible
combination many times
➤ Explore the parameter’s space
➤ Compare with empirical
values (eventually)
26. MEDIANEEDLE
➤ Focused on marketing
➤ Active in LA, Calif. with
clients like Adidas, Hyundai,
Metallica, RHCP…
➤ “Through ‘what-if’ scenario
planning, you can now
attribute the impact of all
brand touch points with a
very high level of accuracy
and better understand how
your customers make
decisions, before spending
marketing dollars.”
27. THINKVINE
➤ From ThinkVine White Paper:
➤ “ABM models the aggregate
phenomena rather than
modeling the underlying
data relationships”
➤ “Quantify the impact of
marketing activities and
non-marketing factors on
sales”
➤ “Forecast the likely impact
of marketing activity and
non-marketing factors on
future sales”
29. ABOUT SILOS IN ORGANIZATIONS
➤ Organizations don’t establish silos with the goal of destroying trust,
stifling communication and fostering complacency.
➤ They do it to allocate resources efficiently.
➤ The existing literature on interorganizational networks strongly
suggests a tendency among network members to perpetually favor a
homophilic pattern in which partner “similarity breeds connection”
➤ When silos are present:
➤ trust is destroyed
➤ communications are stymied
➤ the organization grows complacent
➤ culture development is hampered
29
30. ABOUT SILOS IN ORGANIZATIONS: HOW TO SPOT THEM
➤ Silos are tightly vertically integrated teams in which
individuals tend to work closely together but have limited
interactions with other parts of the organization (other silos)
➤ Silos are associated with poor communication and duplicative
problem solving that can make organizations less efficient and
adaptable.
➤ Markers for informational silos:
➤ Low complexity: few connections between groups
(clusters/community)
➤ High internal density: groups are tightly connected
internally
31. ABOUT SILOS IN ORGANIZATIONS: THE CAUSES
➤ CAUSES (Tett 2015; Bevc et al. 2014):
➤ Enterprises are organized around functional departments where information management systems
sometimes are unable to freely communicate with other information management systems because:
➤ Lack of direction from the top regarding regular meetings and formal communication gives
tacit permission for employees to form silos.
➤ Managers control the flow of information and:
➤ either have an incentive to maintain the status quo
➤ or additional costs associated with integrating the information systems may not justify a
change.
➤ SOLUTION: break the silos!
➤ Managers of successful firms spend a lot of their time trying to ensure that information flows freely
between departments to ensure that all aspects of the company are functioning effectively.
➤ Contemporary management views suggest that the silo mentality mindset must be broken in order
for employees to remain motivated and be happy to come to work.
➤ Efficient companies promote the sharing of information in an attempt to let the combination of
groups function as a team.
➤ Question: would silos exist without managers?
31
32. OUR MENTAL EXPERIMENT WITH ABM
➤ a simple organization with 3 groups:
➤ red
➤ green
➤ blue
➤ each group has 50 employees
➤ each employee share information with
everyone
➤ RULE: each employee wants that at
least a % of neighbors belong to his/her
group
➤ if rule is met:
➤ employee is happy
➤ otherwise:
➤ employee replaces one neighbor
threshold = 60%
=
=
34. Results averaged over 100 replications for each threshold value
in the range 10 to 100, for a total of 1000 simulation runs.
%increment
0
12,75
25,5
38,25
51
%oflinkswithinsamegroup
50
62,5
75
87,5
100
threshold
10 20 30 40 50 60 70 80 90 100
% links value blues greens reds
35. CONCLUSIONS
➤ ABM are a robust tool to investigare the “perverse
effects' of social action” (Boudon 1984), i.e. the fact
that our actions, when aggregated, might have
unintended consequences
➤ As you have seen, the aggregation of (even benevolent)
individual actions might lead to suboptimal outcomes
➤ The concept of “tipping point” emerges (Schelling
1971)
➤ ABM are useful to aid our intuition and conduct better
mental experiments
35
36. REFERENCES
➤ Bevc, Retrum, and Varda, “New Perspectives on the “Silo Effect”: Initial Comparisons of Network Structures Across Public Health
Collaboratives”, American Journal of Public Health, 2015, 105(Suppl 2): S230–S235
➤ Borgatti and Foster, “The network paradigm in organizational research: a review and typology”, Journal of Management, 2003, 29,
991-1013
➤ Boudon, “The Unintended Consequences of Social Action”, Social Forces, 1984, 63(2),
➤ Epstein, “Agent-based computational models and generative social science”, Complexity, 4(5):41-60
➤ Railsback and Grimm, Agent-Based and Individual-Based Modeling. A practical introduction, Princeton, 2012
➤ Macy and Willer, “From factors to actors”, Annual Review of Sociology, 2002, 28, 143-166
➤ Hedstrom and Manzo, “Recent Trends in Agent-based Computational Research”, Sociological Methods Research, 2015, 44(2):179-185
➤ McPherson, Smith-Lovin and Cook, “Birds of a feather: homophily in social networks”, Annual Review of Sociology, 27, 415-444
➤ Merrill, Caldwell, Rockoff, Gebbie, Carley, and Bakken, “Findings from an Organizational Network Analysis to Support Local Public
Health Management”, Journal of Urban Health, 2008, 85(4), 572–584
➤ Parise, “Knowledge management and human resource development: an application in social network analysis methods”, Advances in
Developing Human Resources, 2007, 9, 359-383
➤ Schelling, “Dynamic models of segregation”, Journal of Mathematical Sociology, 1971, 1, 143-186
➤ Shalizi, C.R: (2004), “Methods and Techniques of Complex Systems Science: An Overview”, arXiv:nlin/0307015v4
➤ Terna, Pietro. “Learning Agents and Decisions: New Perspectives” Informatica e diritto 22.1 (2013): 115-129
➤ Tett, The silo effect. The Peril of Expertise and the Promise of Breaking Down Barriers, Simon&Schuster, 2015
37. THANK YOU FOR YOUR ATTENTION
simone.gabbriellini@unibs.it