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Sep

2010

The Collaborative Organization: How to Make Employee Networks Really Work

"The traditional methods for driving operational excellence in global organizations are not enough. The most effective organizations make smart use of employee networks to reduce costs, improve efficiency and spur innovation. "

sloanreview.mit.edu/...-employee-networks-really-work

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networks socialnetworks costs costreduction efficiency innovation operations collaboration connectivity performance engagement report stakeholders alignment networkanalysis socialnetworkanalysis

CIOs often try to address these challenges by relying on the same managerial tools they use to pursue operational excellence: establishing well-defined roles, best practice processes and formal accountability structures.
The key to delivering both operational excellence and innovation is having networks of informal collaboration. Within IT organizations in large global companies, we have seen that innovative solutions often emerge unexpectedly through informal and unplanned interactions between individuals who see problems from different perspectives.
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- Executives should analyze employee collaboration networks to discover how high-performing individuals and teams connect.
  Networks should be designed to optimize the flow of good ideas across function, distance and technical specialty.
  Network analysis can show where too much connectivity slows decision making.
- Attain benefits of scale through effective global collaboration: Organizations can construct teams to leverage diverse expertise and drive adoption of new ideas across geographies. By carefully studying collaboration challenges across functions and geographies, they can identify gaps and enhance connectivity and best practice transfer in targeted ways.
- Drive work force engagement and performance: Uncovering the network characteristics of high performers can show employees who play similar roles how to improve their own performance. It can help leaders identify the individuals who energize the organization and how to leverage their contributions.
- Align collaborative with business partners and external stakeholders: CIOs need to know how effectively their units serve the needs of business stakeholders. By creating a detailed map of the existing cross-departmental relationships, they can see where innovations are occurring, where sufficient support is being provided and where investments should be made.
- Minimize network inefficiencies and costs: Although collaboration is often seen as a virtue, too much collaboration at too many organizational levels can be a negative. It is important to reduce network connectivity at points where collaboration fails to produce sufficient value.

Sep

2010

Mining social networks: Untangling the social web

"Companies can spot these influencers, and work out all sorts of other things about their customers, by crunching vast quantities of calling data with sophisticated “network analysis” software. Instead of looking at the call records of a single customer at a time, it looks at customers within the context of their social network. The ability to retain customers is particularly important in hyper-competitive markets, "

www.economist.com/16910031

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socialnetworks socialnetworkanalysis customer retention mining

IBM, the supplier of the system used by Bharti Airtel, says its annual sales of such software, now growing at double-digit rates, will exceed $15 billion by 2015
Ellen Joyner of SAS, an analytics firm based in Cary, North Carolina, notes that more and more financial firms are using the software to uncover fraud. The latest version of SAS’s software identifies risky borrowers by examining their social networks and Internal Revenue Service records, she says.
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- The police department of Richmond, Virginia, has pioneered the use of network-analysis software to predict crimes.
- Network analysis also has a useful role to play in counterterrorism. Terror groups are often decentralised, so mapping their social networks is akin to deciphering “a big spaghetti picture”, says Roy Lindelauf of the Royal Dutch Defence Academy, who develops software for intelligence agencies in the Netherlands
- The capture of Saddam Hussein in 2003 was due in large part to the mapping of the social networks of his former chauffeurs, according to Bob Griffin, the chief executive of i2, a British firm which developed the software used in the manhunt.
- Diplomatic services can use this information to help ideas spread. Brian Uzzi of Northwestern University in Evanston, Illinois, who advises intelligence agencies on democracy-promotion analytics, says diplomatic services are mapping the “tipping point” when ideas go mainstream in spite of government repression.

Feb

2010

SAP BusinessObjects Social Intelligence Prototype V2 Launches

"The SAP BusinessObjects Social Network Analyzer came out last year, combining business intelligence with relationship data to create a “social intelligence” solution. It’s a prototype from the SAP BusinessObjects Innovation Center. It can combine information from HR systems, CRM systems, project databases, committee attendee lists, distribution lists, and any other other system that contains relationships between people."

timoelliott.com/...nce-prototype-v2-launches.html

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May

2009

HR 2.0 strategy

Sunghwa Moon asked in his recent comment on this blog about what would be a ‘consulting methodology’ for HR 2.0. This is what I use, although I’d describe it as a process rather than a methodology, as I’d only ever use it as a guide and would be unlikely to ever follow this exact flow. And I’d see it as something that an organisation can use itself, rather than needing a consultant to support (albeit I believe that the right consultant would be extremely useful in advising and supporting on this).

strategic-hcm.blogspot.com/...hr-20-strategy.html

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humanresources2.0 humanresources strategy socialnetworkanalysis people organization web2.0 enterprise2.0 management transformation

The process starts with identifying the required organisational capability, ie what sort of social, as well as human and organisational capital, is the business (or public sector organisation) trying to create?
Because the HR 2.0 strategy is all about people, and people are different, I include a step here to think about the different talent groups or other segmentations that exist and need to be treated differently.
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- a strategy map and scorecard can be developed to support the strategy, outlining the strategy’s objectives and measures, and how these relate across activity, outcome (ie social capital) and business results. Various measurement tools, for example social network analysis, may be required to support this stage as well.
- People. I believe any HR strategy needs to touch on the key people in an organisation, not just on the processes that support them.
- Also, particularly importantly, what OD interventions can be made to directly impact on the way people are connecting with and building relationships with each other?
- What changes need to be made to support a more open, collaborative approach
- What internal changes within the HR (and learning, communication etc) function need to be made to ensure HR is able to effectively implement and support the new strategy?
- How can management itself be redesigned to operate in a completely new and empowering way?
- Note that web 2.0 plays only a very small part of this process

Jul

2008

Social Network Analysis - The Roadmap to True Enterprise Knowledge Management

Perhaps there is a method to not only use KM data but also to offer characteristics of each individual based on their work relationships and interaction. Actually using the knowledge and the skills is what is important. Getting relationships identified will enhance the potential for using the knowledge and identifying the key players for any project. SNA provides this added value.

seity.com/press

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socialnetworkanalysis knowledgemanagement interactions tacitknowledge knowledgeworkers

Peter Drucker suggested in 1997 “the productivity of knowledge and knowledge workers will not be the only competitive factor in the world economy. It is, however, likely to become the decisive factor, at least for most industries in the developed countries
SNA highlights who the critical resources are in the organization beyond knowledge, skills, and abilities. This insight might help with leadership identification, trust issues, communication strengths / deficiencies, or innovation skills that are intangible and hidden in most organizations.
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- It is critical to an organization to know who the key contributors are in the organization. It is important to identify these knowledge workers and map their connections.
- Social networks develop naturally and are built based on trust. These networks share tacit knowledge; the knowledge in people’s heads that is not captured by company processes and procedures.