Orglens is a tool that uses social network analysis to map the informal social networks within organizations. It analyzes relationships of work, trust, communication, decision making, and more through a short survey. This reveals the real functioning of the organization beyond formal structures. Insights from Orglens can help with organizational changes, identifying influencers, measuring collaboration, succession planning, retention, and other people-focused goals. Clients report Orglens provides valuable, objective data on previously subjective topics to guide business decisions.

1. 1
Introduction and
Sample insights

2. For example, from the organizational chart on the left, we might conclude that Liz serves in a relatively unimportant position in
the organization. The network on the right, however, paints a very different picture. It shows that Liz is, in fact, a critical player in
the organization. She plays a central role in facilitating communication across all three teams.
How you intend the organization to work, can be very different from
how it really works
Actual work gets done through informal, personal networks that get built over time

3. Challenges
‘Politically correct’ survey responses and subjective interpretations can result
in a distorted view of reality. This inability to see how your organization really
works can give rise to many challenges:
• Failure of organization change efforts with no clue to the failure
points
• Org restructurings that don’t work and you don’t know why
• Inability to measure aspects like “Inclusion” beyond ‘diversity metrics’
• Inability to connect new hires to the right people, resulting in high
costs of staff turnover and productivity loss
• Inability to monitor workplace stress, identify and help at-risk
employees
• Ineffective frameworks for measuring culture and engagement
3
We rely on employee surveys and individual
perceptions to gauge ‘What’s happening?’

4. What if there was a tool that could provide you an
actual view of reality? Orglens is the answer
4
Imagine
What is real and what is the reality is a big question. We understand and believe
that reality is socially constructed (social constructivism).
Our tool, Orglens helps you reveal the real organization, the socially constructed
realities of your organization and the ultrasound of what is really going on. So, you
get the lived experience and the real picture.
To help you reveal the real organization, we combine social psychology,
management theory, data science, graph theory and AI. So that you can take your
most important decisions based on the socially constructed reality of your
organization.

5. So how does Orglens work?
5
Orglens
Orglens uses the concept of social network analysis in organization settings .
Social network analysis (SNA) is the process of investigating social structures
through the use of networks and graph theory. It characterizes networked
structures in terms of nodes (individual actors, people, or things within the
network) and the ties, edges, or links(relationships or interactions) that connect
them.
Orglens maps the social interactions, relationships and trusted connections in the
organisations and shows the hidden, the real networked organisation. Orglens, with
its data analytics capabilities and backed by AI algorithm, gives insights around these
different underlying networks in the organisation.
Bridge
• Connects disparate clusters. Key
to collaboration
• Access to outside knowledge
• Needs to feel more connected
Peripheral
• Disengaged. At risk for attrition
• If talented, risk can be proactively
addressed
Influencer
• Holds network together
• Can become an
information bottleneck

6. Orglens provides you real data to answer
previously unanswerable questions and quantify
previously unquantifiable dimensions
6
Orglens  Mergers: “We have acquired a new organisation. How do we identify the critical
people who control the information flow?”
 Collaboration: “We have merged two units. How do we measure if the collaboration
is happening? How do we identify the people who can make it work?”
 Reward programs: “Are our most-rewarded and most-influential employees in sync?”
 Succession planning: “What would be the network impact of a given employee
leaving the organization? Who are the employees we should create backups for?”
 Attrition: “Who are the employees at risk for attrition?”
 Workplace stress: “Who are the employees at risk of burn-out whom our wellness
programs can be most helpful?”
 Trust: “How can we measure the trust in our organization, and identify the weak
areas?”
 Inclusion: “We seem to have the right diversity metrics. But how do we measure the
inclusivity of our culture?”

7. Orglens shows you the real working of your organization -
unlocking key business benefits…
7
Costs savings by eliminating multiple assessments
Orglens can replace multiple surveys on engagement, culture, inclusions – saving costs and effort
Make better decisions
Orglens provides fact based and empirical insights enabling better business decision making and targeted
interventions possible
Get amazing insights
Orglens maps the relationships and trusted connections in your organisation and shows you the hidden, networked
organisation, the influencers, the high potentials, the engagement levels etc. From this real time data you could
make reality based decisions.

8. 8
What clients are saying
Lopa Mudra Banerjee
CHRO Midea
“It’s a great tool in helping organisations understand the power of
the informal structure. For us it measured the social capital of
leaders, ranks their influence, in the organization by studying the
patterns of communication and positions of people within the
network of the organizational relationships. The study goes behind
and in-between the formal structure to perform an Ultrasound of
the social interactions in organisations to understand how
employees REALLY work together to share information, ideate, build
trust, make decisions and solve problems. The great benefit of this
study was the different cuts in which the data was presented only
from a list of seven questions! Excellent insight team! Keep up the
good work!”
“We are grateful to the ODA team to give us this opportunity to
experience this tool. We have realised the power of this tool and
would surely want to be a part of this journey in the times to come.
The findings were indeed very relevant for us which otherwise we
were not able to identify. And while we looked at the findings, it was
also a great learning opportunity for us to look at employees and the
power / impact of their social network in organisational context
through a very different lens. Thanks once again to you and the ODA
team.”
Rohit Hasteer,
CHRO PropTiger

9. How does Orglens work?
From survey to insights

10. Work
TrustAdvice
EXPERT Idea
Informal
Decision-making
We conduct a 5 minute survey to map 7 different networks within your
organisation
• WORK NETWORK
• TRUST NETWORK
• AWARENESS NETWORK
• IDEA NETWORK
• EXPERT NETWORK
• DECISION-MAKING NETWORK
• ADVICE NETWORK
The Organizational Archetype
Overall team/organization’s networking style
The archetype provides a lot of insights on the culture of the organisation

11. Network patterns can provide amazing insights on previously
’subjective’ and ‘intangible’ aspects like say, ‘Team collaboration’

12. 12
How is data converted into meaningful insights?
Deep analysis of
different pockets of
network
Graph theory
algorithms
Social psychology
and ONA
Network analysis
data can be
presented to the
clients in the form
of scores/visual
network
diagrams/insights,
whichever would
enable most
efficient sense -
making for the
client
Insights

13. Orglens can be applied in multiple areas

14. Sample insights
What questions can Orglens answer

15. Large networks
(Entire organisations/business units)

16. Who are the
influencers
who hold my
organization
together?
From this visual you can understand people who
have reach and influence in the system. We provide
you a list of your top influencers. You can then take
steps to retain, monitor, award and nurture them

17. Most
connected
and active
people in
the
network
These are people who might not have influence, but
act as a bridge between diverse groups. Who could
you use to drive change and communication. Here
you find people who are most connected and active.

18. People who
knows the
pulse of the
organization
Who all will have crucial information and knows what’s
really going on? Here we show you the people who
know the pulse of the organization. These form your
‘informer’ network who can be used to check the pulse
of the organization during periods of change

19. People
who are
gate
keepers of
information
These people form the ‘periphery’ of a group. The first
line of access to a group. They are the ones who allow
information to pass on from one cluster to another or
stop the flow of information. We show you the gate
keepers.

20. How gender
inclusive you
think this
network is ?
This organization celebrates its gender equality by numbers. Our
analysis helped them reveal the true inclusivity in their network.
*The node size in the above figure represents influence exerted by a person in the
system.
Male
Female

21. Can you see
the difference
between
archetypes of
the two
organizations
?
The first organization is more bureaucratic, hierarchical with lesser focus
on ideation and trust. While, the second organization is innovation
driven and has more trust based interactions.
What is your organization archetype and how is it affecting your
business performance?
0%
10%
20%
30%
40%
50%
60%
70%
Overall Work Expertise Trust Decision
Making
Career
Advice
Innovation Informal
Organization 1 Organization 2
Employee interactions across different
networks

22. Attrition
simulation:
What will
happen if
Amit Sinha,
sales head
leaves?
We can provide you with customized and specific insights. For example
evaluating what happens if a key person leaves. When an important
person is leaving the organization, what are the implications and who
all will get affected? This can also be a crucial input for succession
planning

23. Amit now
connect
multiple
clusters
Amit Sinha connects multiple clusters and play an
important role in the collaboration of these clusters.
You can understand exactly which clusters and who
are his contact points
Amit Sinha

24. Small networks
(Select groups of people – usually less
than 100. We show you a network of
50 leaders as an example)

25. Network of 50
leaders. Highly
centralized
and
concentrated
around the
CEO
What is the effectiveness of your leadership team? Is
the team highly centralized around few leaders or
dense network of all leaders?

26. Among the
new joiners in
the last one
year only few
are integrated
into the
network
How is our new joinee integration? Are we able to
integrate new joinees faster into the system?

27. Trust
network
among the
top 13
leaders
What is the trust levels of our teams? Who trust
whom?

28. The
decision-
making
network
How is the decision making happening now? Are people empowered to
take decisions? Is it concentrated in the hands of a few?

29. People
who
influence
decisions
Who are the key people who influence important decisions and what
are the implications of this? Who are the ‘informal’ power centers?

30. The results of Orglens analysis can be used in a variety of ways
30
Validate organisational investments
Orglens can be a precursor or justification for a work transformation project. For example, if an
organizational goal is to become a collaborative enterprise, or more inclusive workplace, the Orglens results
can demonstrate a current level of collaborative behaviours or inclusions
Guide people initiatives
Orglens maps and corresponding metrics can help guide decisions about implementing knowledge
management, Org Structure, Identification of High potentials, employee wellness programs, or change
management programs.
Track and monitor the “organizational connect”
The quantitative metrics from an Orglens can show differences across groups and geographies, and can
serve as the baseline to measure change over time. Repeating the survey at annual intervals, for example,
can demonstrate year-over-year progress in enhancing collaboration and connectivity in the organization.

31. Engaging us for an Orglens study
for your organisation

32. 32
What is the process of engagement?
Organizational Network Analysis
Phase1: Collecting data
• Collect HR conventional data (employee list, email IDs, department, date of joining etc.)
• Communicate and administer simple 7- question survey
• Back end FAQ support
Phase2: Creating insights
• Pre-analysis quality check and validation of data
• Analysis & study of network graphs
• Insight and report generation
Phase 3: Communicating and creating way forward
• Present data to the stakeholders
• Workshop (if requested), to facilitate the understanding of the data, and design next steps on ‘what to’ &
‘what-not-to’
Pre-Work: Scoping & getting contextual awareness
Understand the business context, Discussion on the scope of the project (number of employees to be included in the survey
etc), Decide the project timelines depending upon the scope of the project

33. Thank You