Driving Innovation through Social Networks with Professor Rob Cross

  • Published on
    14-Nov-2014

  • View
    374

  • Download
    1

Embed Size (px)

DESCRIPTION

Professor Rob Cross shares how groups and organizations can win the innovation race by optimizing their internal professional social networks in this educational webinar.

Transcript

<ul><li> 1. 617.558.0210 | info@activatenetworks.net | www. activatenetworks.net 1 Newton Executive Park, Suite 100 | Newton, MA 02462 2013 Activate Networks, Inc.1</li></ul> <p> 2. Driving Innovation Through Social NetworksProf. Rob Cross, University of Virginia Wed. Feb 27, 2012617.558.0210 | info@activatenetworks.net | www. activatenetworks.net 1 Newton Executive Park, Suite 100 | Newton, MA 02462 2013 Activate Networks, Inc. 2 3. The Company at a Glance A social network analytics company providing strategic tools that identify and understand the key social connections that drive commercial, organizational, and health results. Utilizes innovative social network analytic technology developed by Prof. Rob Cross of the . University of Virginia Sponsor of the Network Roundtable Representative Members Users of ONA include major global organizations and industry leaders 2013 Activate Networks, Inc. 3 4. Selected Current and Recent Customers HealthcareandLife SciencesTechnology Energy Other CorporateGovernment and NGO 2013 Activate Networks, Inc. 4 5. Presenter: Rob Cross Professor of Management at University of Virginias McIntire School of Commerce Founder and Research Director of The Network Roundtable Senior Consultant for Activate Networks, Inc. Author of Driving Results through Social Networks: How Top Organizations Leverage Networks for Performance and Growth 2013 Activate Networks, Inc. 5 6. 1. Network Dimensions Underlying Innovation2. Network Traps Derailing Innovation 2013 Activate Networks, Inc. 6 7. Networks are often under-appreciatedin comparison to the formal structure. Formal Structure Informal StructureExploration &amp; Production H ussan Senior Vice President M ila v e cMares Hopper Exploration DrillingProductionAvery McWattersMilavec Ramirez Production ReservoirW a rin g GeologyPetrophysicalHussan Hopper DhillonCrossleySutherlandWaring Smith Myers D h illo n M itc h e ll M a re s Cordoza KellerZaheer M y e rs Angelo A v e ry S m ith K e lle rS c h u ltzKlimchuck C o rd o z a Mitchell M c W a tte rsC ro s s le yA n g e lo Schultz Zaheer R a m ire z S u th e rla n d K lim c h u c k 2013 Activate Networks, Inc. 7 8. Realizing Innovation PotentialAcross Select Collaborative Silos Solutions Managing global connectivity: Rotation and targeted attention to connecting key people acrossIssue regions (e.g., strategically important growth hub consumer products Well known in Asia). Developing driven depth in R&amp;D organizationselect cross-expertise integration plans: Identified 42 expertise by investing heavily in a cross-expertise capabilities. yield number of corepoints likely to Very breakthrough innovation and took successful in driving incremental steps to promote connectivity innovation but breakthrough at those points. products and cross-expertise group innovations had stalled. Replicating networks of high performing NPD teams: Profiled networks of successful teams and embedded project management and process practices toRegion encourage relevant reaching out. = NA = ASIA 2013 Activate Networks, Inc. 8 9. Key Network Roles In Groups You Care AboutCentral Connectors: 1. Are central because they have a large number of connectionsoftenconcentrated within a unit, geography, expertise domain or demographic. 2. Are important because they are key opinion leaders and impactinnovation trajectoriesyet can also be key susceptibilities (should theyleave) and create a form of innovators dilemma. innovators dilemma. 2013 Activate Networks, Inc.9 10. Key Network Roles In Groups You Care About Brokers: 1. Are central because they have more bridging connections across sub-groupstypically across units, geographies, expertisedomains, hierarchical levels, sub-cultures or demographics. 2. Are important because they tend to be effective at integrating differentknowledge domainsyet are often less known than central connectors.than central connectors. 2013 Activate Networks, Inc.10 11. Key Network Roles In Groups You Care AboutPeripheral Players: 1. Are peripheral because they have few network connections. Oftennewcomers, experts and those managing work life balance. 2. Appropriate leverage of some (e.g., experts or new hires) ensuresinnovative ideas are not just brought into the organization but alsobecome influential in the network. 2013 Activate Networks, Inc. 11 12. Developing Network ResponsivenessSolutions Re-structure face to face andvirtual meeting formats: Employmechanisms that createawareness of expertise andvision for integration. Paper or electronic expertiseprofiles: Critical to containprofessional information thatcreates legitimacy andpersonal information thatcreates approachability. Web 2.0 technologies: Wikisand other tools can take workout of the network and buildawareness of expertise. 2013 Activate Networks, Inc. 12 13. 1. Network Dimensions Underlying Innovation2. Network Traps Derailing Innovation 2013 Activate Networks, Inc. 13 14. Hidden Network Biases to InnovationFragmentation of networks at pointsthat invisibly undermine efforts toinnovate along desired trajectories. Domination of networks by particular perspectives and expertise unwittingly creating an innovators dilemma trap. Insularity keeping an organization from effectively leveraging external expertise. 2013 Activate Networks, Inc.14 15. Correcting Network Overload WhenIt Is Stalling Innovation and Execution Example: 71 people identified Person A as an effective source of info and 27 responded that greater access to him is critical to improvingPerson A their effectiveness.Solutions Structural: Re-allocation of decision-rights, providing broader Issue:information access, delegation/addition of roles Hidden bottlenecks can and formalized decision-flows. invisibly slow down the Relational: Defining and work of everyone (when re-routing routine decisions these over-loaded people (e.g., various personnel feel busy and like things decisions, travel, resourcing are happening). efforts, clinical protocol and protocol design, modeling and simulation). Skill Development: Building alternative sources of expertise, behavioral modeling and coaching. 2013 Activate Networks, Inc.15 16. 617.558.0210 | info@activatenetworks.net | www. activatenetworks.net 1 Newton Executive Park, Suite 100 | Newton, MA 02462 2013 Activate Networks, Inc.16 17. Voice In A New Product Development TeamNetwork Diagram Based on Response: In either one-on-one conversations or meetings, myinteractions with each person below can typically be characterized as: extremely guarded-- I am unlikely to take risks with ill-formed thoughts or ideas.On average, people identified 4.5 others withwhom they areextremely guarded interms of sharing thoughtsand ideas. The minimumand maximum times that a person was cited byothers was 1-13. 2013 Activate Networks, Inc. 17 18. A Highly Energized NetworkQuestion: When you interact with this person, how does it affect your energy level?Hierarchy= Level 1= Level 2= Level 3= Level 4 2013 Activate Networks, Inc. 18 19. Energy (and Energizers) Matters MoreThan You Might Think Energizers get more from those around them. People are more engaged in a given conversation and aremore likely to devote discretionary time to these issues. People tend to be more innovative and creative withenergizers. Energizers tend to win out in the internal labor market andwith customers. Ability to motivate others is as, or more, important thanknowing the answer. Energizers promote work satisfaction and learningamong those around them. Energy spills over into follow-on interactions. De-energizers can be deadly on this front. 2013 Activate Networks, Inc. 19 20. Do You Create Energy Around You? Creates Personal Connection Builds Reciprocity Engages in Possibilities Is Attentive in Meetings Helps Others Contribute Disagrees Productively Flexible Follows Through On Commitments Stands For Something Larger Than Self 2013 Activate Networks, Inc. 20 21. 2013 Activate Networks, Inc. 21 22. 2013 Activate Networks, Inc. 22 22 23. Questions? Use the Q&amp;A widget to ask questions Simply type your questions into the Q&amp;A widget on the right side of your screen, and click send Cant find the Q&amp;A widget? Mouse over the webinar options at the top of your screen, and click the Q&amp;A button For More Information: ActivateNetworks.net Contact Dave Parkhurst: DParkhurst@ActivateNetworks.net 2013 Activate Networks, Inc.23 24. 2012 Activate Networks, Inc. 24 25. Questions? Use the Q&amp;A widget to ask questions Simply type your questions into the Q&amp;A widget on the right side of your screen, and click send Cant find the Q&amp;A widget? Mouse over the webinar options at the top of your screen, and click the Q&amp;A button For More Information: ActivateNetworks.net Contact Dave Parkhurst: DParkhurst@ActivateNetworks.net 2013 Activate Networks, Inc.25 26. Questions? Use the Q&amp;A widget to ask questions Simply type your questions into the Q&amp;A widget on the right side of your screen, and click send Cant find the Q&amp;A widget? Mouse over the webinar options at the top of your screen, and click the Q&amp;A button For More Information: ActivateNetworks.net Contact Dave Parkhurst: DParkhurst@ActivateNetworks.net 2013 Activate Networks, Inc.26 </p>