HOW4 is a tool that allows organizations to map complex networks of communication between internal resources and their informal relationships. It provides at least 3 organizational views: employees, units, and the company as a whole. HOW4 helps organizations carry out diagnostic analyses, create internal network maps, and define scopes and features. It allows organizations to locate influencers, leaders, experts, barriers, and critical connections to support change management, team development, talent management, organizational performance, knowledge management, and mergers and acquisitions.
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.
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.
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.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf of your team members. At the same time, other managers will be doing the same, so being prepared/convincing can make a big difference in the outcomes.
This deck can be used as a worksheet to help prepare for those roundtables.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department.
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.
A knowledge worker is someone who is employed because of his or her knowledge of a subject matter, rather than ability to perform manual labor. They perform best when empowered to make the most of their deepest skills.
Improving the Effectiveness of Stakeholder ManagementScottMadden, Inc.
Cooperatives face unique governance challenges. Because of their special nature they must confront and reconcile the interests of many stakeholders and do so while serving their members and maintaining transparency. This calls for an effective stakeholder management plan.
This ScottMadden insight is the last in a series on “Five Strategic Priorities for Generation and Transmission Cooperatives.” The report summary can be found here: http://www.scottmadden.com/insight/516/five-strategic-priorities-for-generation-and-transmission-cooperatives.html.
To learn more, please visit www.scottmadden.com.
Keynote from Australasian Enterprise Architecture Conference, Sydney, 19 October 2015
http://enterprisearchitectureconference.com.au/
What is it that makes an enterprise into an enterprise? The answer is a story…
Most current approaches to enterprise-architecture start from technology – which works well enough if you are only working on the technology itself. But as enterprise-architecture expands outward into the business, or we need to work on ‘digital transformation’ where people and their needs necessarily come to the fore, a technology centred approach starts to show its limitations.
This lively session introduces a complementary, more people-oriented approach to enterprise-architecture, built around a concept of ‘the enterprise as story’. We’ll explore:
• what story is, in the context for enterprise-architecture
• how story acts as a unifying theme for the architecture
• how to identify and develop the enterprise-story
• how story underlies enterprise values and principles
• how story provides guidance and governance for information-architecture, technology-architecture, digital-transformation and service-design
After this session, you’ll see your architecture with new eyes – open to new possibilities and new ways to engage with all of your stakeholders in the broader business. Share and Enjoy!
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
This is the content we cover during the Organizational Network Analysis (ONA) - Practitioner Course Module 2 - Setting up the Survey in ONA Surveys (www.onasurveys.com).
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf of your team members. At the same time, other managers will be doing the same, so being prepared/convincing can make a big difference in the outcomes.
This deck can be used as a worksheet to help prepare for those roundtables.
Talent acquisition is the process of finding and acquiring skilled human labor for organizational needs and to meet any labor requirement. When used in the context of the recruiting and HR profession, talent acquisition usually refers to the talent acquisition department or team within the Human Resources department.
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.
A knowledge worker is someone who is employed because of his or her knowledge of a subject matter, rather than ability to perform manual labor. They perform best when empowered to make the most of their deepest skills.
Improving the Effectiveness of Stakeholder ManagementScottMadden, Inc.
Cooperatives face unique governance challenges. Because of their special nature they must confront and reconcile the interests of many stakeholders and do so while serving their members and maintaining transparency. This calls for an effective stakeholder management plan.
This ScottMadden insight is the last in a series on “Five Strategic Priorities for Generation and Transmission Cooperatives.” The report summary can be found here: http://www.scottmadden.com/insight/516/five-strategic-priorities-for-generation-and-transmission-cooperatives.html.
To learn more, please visit www.scottmadden.com.
Keynote from Australasian Enterprise Architecture Conference, Sydney, 19 October 2015
http://enterprisearchitectureconference.com.au/
What is it that makes an enterprise into an enterprise? The answer is a story…
Most current approaches to enterprise-architecture start from technology – which works well enough if you are only working on the technology itself. But as enterprise-architecture expands outward into the business, or we need to work on ‘digital transformation’ where people and their needs necessarily come to the fore, a technology centred approach starts to show its limitations.
This lively session introduces a complementary, more people-oriented approach to enterprise-architecture, built around a concept of ‘the enterprise as story’. We’ll explore:
• what story is, in the context for enterprise-architecture
• how story acts as a unifying theme for the architecture
• how to identify and develop the enterprise-story
• how story underlies enterprise values and principles
• how story provides guidance and governance for information-architecture, technology-architecture, digital-transformation and service-design
After this session, you’ll see your architecture with new eyes – open to new possibilities and new ways to engage with all of your stakeholders in the broader business. Share and Enjoy!
21st Century Talent Management: Imperatives for 2014 and 2015Josh Bersin
What are the big imperatives for business and HR leaders in 2014 and 2015? The workforce, workplace, and global labor markets have changed. This presentation highlights Bersin by Deloitte's key research on many of the most important topics facing business leaders around the world.
Striving to make succession planning 2x faster? Aiming to bring the risk of promoting the wrong person to 0? Or targeting to be a future-proof organization by identifying skill gaps and training needs early on?
Bringing Architecture Thinking to the People - An introduction into the PEOPL...Craig Martin
The successful implementation of an architecture plan or blueprint is often challenged not in the efficacy of the design elements of the architecture, but in its implementation by people in business operations. Transformation programs will often struggle as a consequence of the failure to consider the issues impacting and the role of people in supporting the target operating state of the architecture once implemented, it is therefore imperative that when architects innovate, model and design to solve business problems, that they equally consider the people dimension. Capability based planning is incomplete unless we address the optimum mix of people, process and tools to drive out the target outcome of that capability. This presentation will look at a case study from within the Australian market in which Business Capability Based Planning was applied to assess people capabilities and organisation preparedness to support a target business model. It will also discuss some of the more effective people levers that can be applied to deliver more impactful and long lasting architectural change.
This is the content we cover during the Organizational Network Analysis (ONA) - Practitioner Course Module 2 - Setting up the Survey in ONA Surveys (www.onasurveys.com).
Presentation based on "Hierarchical Bayesian Models of Subtask Learning. Angl...Jeromy Anglim
Citation Information:
Anglim, J., & Wynton, S. K. (2015). Hierarchical Bayesian Models of Subtask Learning. Journal of Experimental Psychology. Learning, Memory, and Cognition. Online First. http://dx.doi.org/10.1037/xlm0000103
Abstract: In this talk I present some recent work looking at the question of how to understanding learning complex computer-based tasks in terms of component learning processes. The research tests and examines what Lee and Anderson (2001) labelled the "decomposition hypothesis" : i.e., that learning complex tasks can be understand as the result of learning many simpler subtasks. To test these ideas, we get participants to practice computer-based tasks where all mouse clicks and key presses are logged. We then extract a range of measures of strategy use, subtask performance, and overall task performance. We then use Bayesian hierarchical methods to test models of how strategy use and performance changes with practice at the individual-level. Overall, these model provide a more nuanced representation of how complex tasks can be decomposed in terms of simpler learning mechanisms. The research also presents a case study of how Bayesian methods can be used to yield novel insights to well-established psychological questions.
Bio: Dr Jeromy Anglim is a lecturer at Deakin University in Melbourne. He completed his PhD at University of Melbourne on mathematical models of learning, and his Post Doc in the Melbourne Business School on applications of Bayesian hierarchical models to psychology. His research interests are at the interface of statistics and industrial / organisational psychology with particular interest in skill acquisition, performance, individual differences, Bayesian data analysis, psychometrics, and selection and recruitment. He has a particular interest in refining and promoting methods for open and reproducible research in psychology. For further information go to http://jeromyanglim.blogspot.com
NPO Media 2013: 네트워크 안에 힘이 있다 – 한국 비영리 조직 실무자들의 디지털 미디어 사용실태 조사 발표 /한동우 (강남대학교 사회복지전문대학원 교수)
최근 비영리 기관의 조직 모델과 커뮤니케이션 패러다임이 변화함에 따라 비영리 조직의 디지털 미디어 활용 역량이 더욱 중요해지고 있습니다. 앞으로 비영리 조직들은 더욱 개방적, 수평적으로 조직구조를 혁신하고, 내/외부 참여자 간의 신속하고 투명한 의사소통 및 참여를 이끌어내기 위해 미디어를 적극 활용해 나가야 합니다. 이에 국내 비영리 조직들이 보유하고 있는 미디어 인프라 현황과 실제 활용도 수준, 조직문화와 커뮤니케이션 현황 등을 분석하였습니다.
https://vimeo.com/77934553 #changeon
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
SASUG April - Building Social Networks and the Social JourneyDavid Broussard
A review of what an Enterprise Social Network is, why we needs them, and how to embark on a Social Journey that will actually get you to your desired destination.
Connected, Committed and Collaborative: How an Engaged Workforce Drives SuccessHCLSoftware
Engagement is essential for attaining primary organizational goals and achieving thousands of daily successes. However, increasing the level of engagement and collaboration in an organization is no trivial matter. Existing employee communication and collaboration solutions often need to be revised, creating various problems. Transform your business with HCL Connections, which offers employee engagement, focuses on productivity, and promotes participation. Learn More: https://www.hcltechsw.com/connections
Liberating Social Networking Tools For Km Aiim Info360 Mnolansearchmark
Review of the hidden benefits of Social Networking tools for KM enterprise solutions. Explanation of why business users should use social tools in the enterprise. Why Search is a great tool for connecting employees, networking.
Running head Leadership and Advocacy Programming for Community N.docxjeanettehully
Running head: Leadership and Advocacy: Programming for Community Need 1
Leadership and Advocacy: Programming for Community Need 3
Please delete all red type prior to submission and fill in with your original information.
This Assignment should be written adhering to the guidelines of Standard English. This means that your thoughts should be well-organized, logical, and unified as well as original with the viewpoint and purpose clearly established and sustained. Standard English guidelines also include the use of correct grammar, punctuation, and sentence structure. All writing should be in 6th Edition APA formatting and citation style.
Leadership and Advocacy: Programming for Community Need
First/Last Name
Purdue University Global
CE371 – Section #
Date
As a reminder, the body of your Assignment should be 3-5 pages.
Diversity Needs Assessment
Begin by visiting the US Census Bureau site and review the demographic information for your state.
Use this paragraph to describe the results that you found from the needs assessment in your community.
Based on the needs identified in your community, use this next paragraph to identify how potential children and families will be served with your program.
Use the final paragraph in this section to discuss how multiculturalism and diversity will be addressed with your program.
Mission Statement
For this section, create a clear and concisely written mission statement that describes the purpose and goals of your proposed program. A well-developed mission statement demonstrates to prospective clients and outside observers that this is a quality center with a purpose. Keep in mind the cultural, educational, and socioeconomic levels of the children and families you will serve.
Programming
For this first paragraph, use the NAEYC’s quality standards for serving young children to discuss how you plan to address one of the NAEYC standards. Identify 2-3 developmentally appropriate practices you will use to ensure program quality and compliance with this standard you selected.
For the second paragraph, use the NAEYC’s quality standards for serving young children to discuss how you plan to address a second NAEYC standard. Identify 2-3 developmentally appropriate practices you will use to ensure program quality and compliance with this standard you selected.
Quality Assessment
Begin this section by using the QRIS Resource Guide to find out your own state’s Quality Rating and Improvement System (QRIS) for achieving highest quality.
Then, use this paragraph to describe the “levels” of quality and provide some examples of how you obtain the various levels.
Next, identify what objective quality rating scales will be used to measure your quality at your program, and discuss how each will be used.
Evaluation
For this final section, locate at least three professional sources from the PG library (such as the journal articles listed in the Unit 9 Readings). Be sure to use in-text citations and full references for ...
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Empowering the Data Analytics Ecosystem: A Laser Focus on Value
The data analytics ecosystem thrives when every component functions at its peak, unlocking the true potential of data. Here's a laser focus on key areas for an empowered ecosystem:
1. Democratize Access, Not Data:
Granular Access Controls: Provide users with self-service tools tailored to their specific needs, preventing data overload and misuse.
Data Catalogs: Implement robust data catalogs for easy discovery and understanding of available data sources.
2. Foster Collaboration with Clear Roles:
Data Mesh Architecture: Break down data silos by creating a distributed data ownership model with clear ownership and responsibilities.
Collaborative Workspaces: Utilize interactive platforms where data scientists, analysts, and domain experts can work seamlessly together.
3. Leverage Advanced Analytics Strategically:
AI-powered Automation: Automate repetitive tasks like data cleaning and feature engineering, freeing up data talent for higher-level analysis.
Right-Tool Selection: Strategically choose the most effective advanced analytics techniques (e.g., AI, ML) based on specific business problems.
4. Prioritize Data Quality with Automation:
Automated Data Validation: Implement automated data quality checks to identify and rectify errors at the source, minimizing downstream issues.
Data Lineage Tracking: Track the flow of data throughout the ecosystem, ensuring transparency and facilitating root cause analysis for errors.
5. Cultivate a Data-Driven Mindset:
Metrics-Driven Performance Management: Align KPIs and performance metrics with data-driven insights to ensure actionable decision making.
Data Storytelling Workshops: Equip stakeholders with the skills to translate complex data findings into compelling narratives that drive action.
Benefits of a Precise Ecosystem:
Sharpened Focus: Precise access and clear roles ensure everyone works with the most relevant data, maximizing efficiency.
Actionable Insights: Strategic analytics and automated quality checks lead to more reliable and actionable data insights.
Continuous Improvement: Data-driven performance management fosters a culture of learning and continuous improvement.
Sustainable Growth: Empowered by data, organizations can make informed decisions to drive sustainable growth and innovation.
By focusing on these precise actions, organizations can create an empowered data analytics ecosystem that delivers real value by driving data-driven decisions and maximizing the return on their data investment.
StarCompliance is a leading firm specializing in the recovery of stolen cryptocurrency. Our comprehensive services are designed to assist individuals and organizations in navigating the complex process of fraud reporting, investigation, and fund recovery. We combine cutting-edge technology with expert legal support to provide a robust solution for victims of crypto theft.
Our Services Include:
Reporting to Tracking Authorities:
We immediately notify all relevant centralized exchanges (CEX), decentralized exchanges (DEX), and wallet providers about the stolen cryptocurrency. This ensures that the stolen assets are flagged as scam transactions, making it impossible for the thief to use them.
Assistance with Filing Police Reports:
We guide you through the process of filing a valid police report. Our support team provides detailed instructions on which police department to contact and helps you complete the necessary paperwork within the critical 72-hour window.
Launching the Refund Process:
Our team of experienced lawyers can initiate lawsuits on your behalf and represent you in various jurisdictions around the world. They work diligently to recover your stolen funds and ensure that justice is served.
At StarCompliance, we understand the urgency and stress involved in dealing with cryptocurrency theft. Our dedicated team works quickly and efficiently to provide you with the support and expertise needed to recover your assets. Trust us to be your partner in navigating the complexities of the crypto world and safeguarding your investments.
Opendatabay - Open Data Marketplace.pptxOpendatabay
Opendatabay.com unlocks the power of data for everyone. Open Data Marketplace fosters a collaborative hub for data enthusiasts to explore, share, and contribute to a vast collection of datasets.
First ever open hub for data enthusiasts to collaborate and innovate. A platform to explore, share, and contribute to a vast collection of datasets. Through robust quality control and innovative technologies like blockchain verification, opendatabay ensures the authenticity and reliability of datasets, empowering users to make data-driven decisions with confidence. Leverage cutting-edge AI technologies to enhance the data exploration, analysis, and discovery experience.
From intelligent search and recommendations to automated data productisation and quotation, Opendatabay AI-driven features streamline the data workflow. Finding the data you need shouldn't be a complex. Opendatabay simplifies the data acquisition process with an intuitive interface and robust search tools. Effortlessly explore, discover, and access the data you need, allowing you to focus on extracting valuable insights. Opendatabay breaks new ground with a dedicated, AI-generated, synthetic datasets.
Leverage these privacy-preserving datasets for training and testing AI models without compromising sensitive information. Opendatabay prioritizes transparency by providing detailed metadata, provenance information, and usage guidelines for each dataset, ensuring users have a comprehensive understanding of the data they're working with. By leveraging a powerful combination of distributed ledger technology and rigorous third-party audits Opendatabay ensures the authenticity and reliability of every dataset. Security is at the core of Opendatabay. Marketplace implements stringent security measures, including encryption, access controls, and regular vulnerability assessments, to safeguard your data and protect your privacy.
Explore our comprehensive data analysis project presentation on predicting product ad campaign performance. Learn how data-driven insights can optimize your marketing strategies and enhance campaign effectiveness. Perfect for professionals and students looking to understand the power of data analysis in advertising. for more details visit: https://bostoninstituteofanalytics.org/data-science-and-artificial-intelligence/
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
1. Change Management
HOW4
HOW4
is a powerful tool that allows to perform Organizational Network Analyses in a simple, but extremely effective way.
HOW4
allows organizations to map complex networks of communication between internal resources and their informal relation-
ships.
So it will be possible to carry out a comprehensive assessment of the organization from a ‘Network Perspective’ providing at least 3
organizational views: 1. Employees, 2. Units, 3. Company as a whole.
With HOW4
you can:
Map how the work
is
really played
Locate influencers,
leaders and hidden
‘experts’
Identify the best
agents of
change
Track down barriers
and bottlenecks for
communication
Find and strengthen
critical and relevant
connections
Understand how to
create community
of change leaders
Diagnostic Analysis
Realize a web-based analysis in order to
obtain a snapshot of the organization through
diagnostic indicators and different
organizational views
Internal Network Map
Extend some features of the platform to
groups of resources in order to support
internal processes, facilitate interaction and
continuously monitor the organization
Define scope and organizational focus
Administer a web-based survey (4 questions)
Read and analyze results
Provide evidences and detailed reports
Define scope and main features
Open web-based survey to selected groups
Collect profiles and internal expertise
Launch & Training
Win resistance Find Agents of Change Speed up the organization
More than 75% of organizational operations
fail due to resistance of the internal resourc-
es to the efforts and initiatives undertaken
to achieve them. HOW4
quickly and effec-
tively allows to deeply know the organiza-
tion in order to strengthen the power of the
informal networks and in order to influence
and overcome the resistance to change.
Formal Structure
Informal StructureVisible Organization
Coordination and hierarchical control
Organizational chart and formalized job descriptions
Invisible Organization
Informal Roles
Network Maps
Driving change by involving those resourc-
es within the company that can influence
others so to adopt new behaviors, is more
effective than driving guidelines from the
Top. The challenge, however, consists
in spotting these ‘informal and hidden
leaders’ because they are rarely visible
on the company organizational charts.
HOW4
helps organizations to map their
real logical operations in order to under-
stand how information moves and who
the specific actors are. Then it will be
easier to think on its optimization or re-
design according to business goals as
well as to promote the spread of new
ideas, behaviors, change initiatives.
activevalue.eu how-4.com
2. Mergers & Acquisitions
With HOW4
you can:
Map the organiza-
tional network of
merging entities
Uncover key links
before / during / after
the merger
Identify
opportunities for a
better integration
Locate barriers in the
information flow and
decision-making
Identify resources
that can facilitate the
transition
Support talent reten-
tion and accelerate
the integration
Realize difficult integration Read networks to avoid errors Involve valuable resources
The primary reason for mergers and ac-
quisitions is gaining access to valuable
resources, technology, customers and dis-
tribution channels. These operations, how-
ever, if not effectively managed, can bring
more disadvantages than benefits. A ‘net-
work approach’ can reduce inefficiencies,
loss of key people and ‘missed’ objectives.
By mapping the organizational network
before and after a merger or acquisition,
HOW4
shows where exactly key links are
and where, however, they fail. Understand-
ing how the knowledge and decisions pass
along the network, HOW®
allows targeted
interventions, internal realignments and
the elimination of barriers to integration.
HOW4
identifies fundamental resourc-
es for integration: informal leaders, con-
nectors, influencers and facilitators, so
that they can be involved in the activities
execution. By selecting the right people
to communicate and drive the integra-
tion process you speed up the cultural
change and the capacity of retain talents.
activevalue.eu how-4.com
HOW4
HOW4
is a powerful tool that allows to perform Organizational Network Analyses in a simple, but extremely effective way.
HOW4
allows organizations to map complex networks of communication between internal resources and their informal relation-
ships.
So it will be possible to carry out a comprehensive assessment of the organization from a ‘Network Perspective’ providing at least 3
organizational views: 1. Employees, 2. Units, 3. Company as a whole.
Diagnostic Analysis
Realize a web-based analysis in order to
obtain a snapshot of the organization through
diagnostic indicators and different
organizational views
Internal Network Map
Extend some features of the platform to
groups of resources in order to support
internal processes, facilitate interaction and
continuously monitor the organization
Define scope and organizational focus
Administer a web-based survey (4 questions)
Read and analyze results
Provide evidences and detailed reports
Define scope and main features
Open web-based survey to selected groups
Collect profiles and internal expertise
Launch & Training
Formal Structure
Informal StructureVisible Organization
Coordination and hierarchical control
Organizational chart and formalized job descriptions
Invisible Organization
Informal Roles
Network Maps
3. Team Development
HOW4
With HOW4
you can:
Map Project Teams
within the
organization
Understand how to
effectively structure
different Teams
Improve communica-
tion between Resourc-
es, Teams, Countries
Remove bottlenecks
and bridge communi-
cation gaps
Effectively measure
internal collaboration
between resources
Replicate
best performances of
Teams
Build Effective Teams Facilitate Collaboration Know internal dynamics
Building high potential Teams is a skill
that every organization must have to
be competitive and to achieve strate-
gic objectives. With HOW4
companies
identify what resources they can put to-
gether in order to get effective results
while maximizing experience, skills and
internal collaboration among resources.
Completing a project is difficult if resources
don’t communicate effectively, exchange
ideas or share information. Many com-
panies invest huge resources to improve
communication among Teams and People.
Just Few companies make this possible by
a systematic approach focused on gather-
ing the right people around the same table.
With HOW4
you can monitor the cooper-
ation within a specific Team and among
different Teams so as to develop actions
that improve performance. Why this?
Because it optimizes, when necessary,
the internal and external cohesion of
each Team in order to promote the pro-
ductivity and speed up the execution.
activevalue.eu how-4.com
HOW4
is a powerful tool that allows to perform Organizational Network Analyses in a simple, but extremely effective way.
HOW4
allows organizations to map complex networks of communication between internal resources and their informal relation-
ships.
So it will be possible to carry out a comprehensive assessment of the organization from a ‘Network Perspective’ providing at least 3
organizational views: 1. Employees, 2. Units, 3. Company as a whole.
Diagnostic Analysis
Realize a web-based analysis in order to
obtain a snapshot of the organization through
diagnostic indicators and different
organizational views
Internal Network Map
Extend some features of the platform to
groups of resources in order to support
internal processes, facilitate interaction and
continuously monitor the organization
Define scope and organizational focus
Administer a web-based survey (4 questions)
Read and analyze results
Provide evidences and detailed reports
Define scope and main features
Open web-based survey to selected groups
Collect profiles and internal expertise
Launch & Training
Formal Structure
Informal StructureVisible Organization
Coordination and hierarchical control
Organizational chart and formalized job descriptions
Invisible Organization
Informal Roles
Network Maps
4. Talent Management
HOW4
With HOW4
you can:
Map key talents
inside
the organization
Add a network
perspective to Talent
Programs
Identify ‘social
talents ‘within the
organization
Make decisions con-
cerning development
and replacements
Encourage and
solidify leadership
relationships
Foster
connection between
different Team leaders
Find ‘hidden’ Talent Develop talents reading networks Build leadership relations
Several Companies know their Top Per-
formers, but very few can mention their
best opinion leaders, influencers, con-
nectors or ‘informal’ experts. Resourc-
es with valuable social skills are often
overlooked in the Talent Management
plans. This is because, without prop-
er tools, they’re very difficult to detect.
The Organizational Network Analysis will
add a new dimension to your Leader-
ship or Talent Management Programs.
HOW4
will show you where ‘hidden’ ex-
perts exactly are and what role they play
within the ‘informal’ organization. It will
be easier to manage development pro-
grams or succession planning choices.
No match can be won thanks to a single
protagonist. For this reason, successful
leadership programs need to notice the
employee capacity to build useful and
valuable relationships for the company.
Having strategic connections with oth-
er key people provides direct access to
complementary skills and competences.
activevalue.eu how-4.com
HOW4
is a powerful tool that allows to perform Organizational Network Analyses in a simple, but extremely effective way.
HOW4
allows organizations to map complex networks of communication between internal resources and their informal relation-
ships.
So it will be possible to carry out a comprehensive assessment of the organization from a ‘Network Perspective’ providing at least 3
organizational views: 1. Employees, 2. Units, 3. Company as a whole.
Diagnostic Analysis
Realize a web-based analysis in order to
obtain a snapshot of the organization through
diagnostic indicators and different
organizational views
Internal Network Map
Extend some features of the platform to
groups of resources in order to support
internal processes, facilitate interaction and
continuously monitor the organization
Define scope and organizational focus
Administer a web-based survey (4 questions)
Read and analyze results
Provide evidences and detailed reports
Define scope and main features
Open web-based survey to selected groups
Collect profiles and internal expertise
Launch & Training
Formal Structure
Informal StructureVisible Organization
Coordination and hierarchical control
Organizational chart and formalized job descriptions
Invisible Organization
Informal Roles
Network Maps
5. Organizational Performance
HOW4
With HOW4
you can:
Detail the information
flow within projects /
process
Act on interactions
to strengthen the
organization
Understand the rela-
tional patterns within
each process
Identify critical links
and strengthen key
connections
Recognize valuable
resources, facilitators
and internal hubs
Make decisions to
allocate projects or
compose Teams
Focus on key relations Organize for better performances Put right people in a right place
Each organization is a set of connected
processes. The best organizations are
working to optimize internal processes in
order to provide better products or ser-
vices as efficiently and quickly as pos-
sible. The processes are based on the
interactions among resources. Boosting
these relations is the key to spot efficiency.
Through network maps and quantita-
tive measures, HOW4
allows to identi-
fy the critical connections and key links
that should be strengthened, as well as
those to neglect in order to seek efficien-
cy. These represent useful information
for redesigning process flows, improve
productivity and look for innovation.
The network analysis identifies the best
people, the internal hubs, connectors,
agents of change. Understanding the
strengths of your relational resources helps
you to make more informed decisions
about their actions and responsibilities.
HOW4
can be used to allocate resources
where they can have the greatest impact.
activevalue.eu how-4.com
HOW4
is a powerful tool that allows to perform Organizational Network Analyses in a simple, but extremely effective way.
HOW4
allows organizations to map complex networks of communication between internal resources and their informal relation-
ships.
So it will be possible to carry out a comprehensive assessment of the organization from a ‘Network Perspective’ providing at least 3
organizational views: 1. Employees, 2. Units, 3. Company as a whole.
Diagnostic Analysis
Realize a web-based analysis in order to
obtain a snapshot of the organization through
diagnostic indicators and different
organizational views
Internal Network Map
Extend some features of the platform to
groups of resources in order to support
internal processes, facilitate interaction and
continuously monitor the organization
Define scope and organizational focus
Administer a web-based survey (4 questions)
Read and analyze results
Provide evidences and detailed reports
Define scope and main features
Open web-based survey to selected groups
Collect profiles and internal expertise
Launch & Training
Formal Structure
Informal StructureVisible Organization
Coordination and hierarchical control
Organizational chart and formalized job descriptions
Invisible Organization
Informal Roles
Network Maps
6. Knowledge Management
HOW4
With HOW4
you can:
Map the knowledge
sharing in your
organization
Locate valuable
resources or groups
for the organization
Improve the knowl-
edge flow among
experts or Teams
Break silos, remove
bottlenecks, create
‘bridge’
Identify ‘informal’
experts and ‘hidden’
leaders
Cultivate community
of experts and their
internal connections
Locate ‘informal’ knowledge Recognize networks of knowledge Connect key resources
The value of effective knowledge man-
agement is known to every organization.
The ability to acquire, develop, share
and use internal intellectual resources
impacts directly on innovation, produc-
tivity and performance. These processes
are informal, dynamic and, in many cas-
es, invisible on the organizational charts.
In order to improve the internal knowledge
management, you need to understand the
flow among Teams and resources, trying
to align it with the processes and the or-
ganization’s goals. HOW4
identifies gaps,
silos and helps to promote the develop-
ment of strategic connections between
leading experts and knowledge centers.
Thanks to HOW4
you can identify key re-
sources within the organization: problem
solvers, the information centers, the gener-
ators of ideas and knowledge brokers. They
can be displayed within the network and
the company can assign individual goals
to promote (when appropriate) collabora-
tion and sharing among internal resources.
activevalue.eu how-4.com
HOW4
is a powerful tool that allows to perform Organizational Network Analyses in a simple, but extremely effective way.
HOW4
allows organizations to map complex networks of communication between internal resources and their informal relation-
ships.
So it will be possible to carry out a comprehensive assessment of the organization from a ‘Network Perspective’ providing at least 3
organizational views: 1. Employees, 2. Units, 3. Company as a whole.
Diagnostic Analysis
Realize a web-based analysis in order to
obtain a snapshot of the organization through
diagnostic indicators and different
organizational views
Internal Network Map
Extend some features of the platform to
groups of resources in order to support
internal processes, facilitate interaction and
continuously monitor the organization
Define scope and organizational focus
Administer a web-based survey (4 questions)
Read and analyze results
Provide evidences and detailed reports
Define scope and main features
Open web-based survey to selected groups
Collect profiles and internal expertise
Launch & Training
Formal Structure
Informal StructureVisible Organization
Coordination and hierarchical control
Organizational chart and formalized job descriptions
Invisible Organization
Informal Roles
Network Maps