Host: Steven Wardell, VP Marketing, Activate Networks Presenter: Prof. Rob Cross, University of Virginia
- 1. Driving Innovation Through Social Networks Prof. Rob Cross, University of Virginia Webinar - Thur. Oct. 25, 2012617.558.0210 | email@example.com | www. activatenetworks.net 1 Newton Executive Park, Suite 100 | Newton, MA 02462 2012 Activate Networks, Inc.
2. 1. Network Dimensions Underlying Innovation2. Network Traps Derailing Innovation 2012 Activate Networks, Inc. 2 3. Networks are often under-appreciated in comparisonto the formal structure. Formal Structure Informal StructureExploration & 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 2012 Activate Networks, Inc. 3 4. Realizing Innovation Potential Across SelectCollaborative Silos Issue Well known consumer products organization driven depth in R&D expertise by investing heavily in a number of core capabilities. Very successful in driving incremental innovation but breakthrough products and cross-expertise group innovations had stalled.Region = NA = ASIA 2012 Activate Networks, Inc. 4 5. Realizing Innovation Potential Across SelectCollaborative SilosSolutions Managing global connectivity: Rotation and targeted attention to connecting key people across regions (e.g., strategically important growth hub in Asia). Developing select cross-expertise integration plans: Identified 42 cross-expertise points likely to yield breakthrough innovation and took steps to promote connectivity at those points. 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 2012 Activate Networks, Inc.5 6. 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. 2012 Activate Networks, Inc.6 7. 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. 2012 Activate Networks, Inc.7 8. 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. 2012 Activate Networks, Inc. 8 9. 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. 2012 Activate Networks, Inc.9 10. 1. Network Dimensions Underlying Innovation2. Network Traps Derailing Innovation 2012 Activate Networks, Inc. 10 11. Hidden Network Biases to Innovation Fragmentation of networks at points that invisibly undermine efforts to innovate along desired trajectories.Domination of networks by particularperspectives and expertise unwittinglycreating an innovators dilemma trap.Insularity keeping an organizationfrom effectively leveragingexternal expertise. 2012 Activate Networks, Inc. 11 12. Correcting Network Overload When It Is StallingInnovation 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 improving Person A their effectiveness.Issue: Hidden bottlenecks can invisibly slow down the work of everyone (when these over-loaded people feel busy and like things are happening). 2012 Activate Networks, Inc.12 13. Correcting Network Overload When It Is StallingInnovation 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 improving Person A their effectiveness. Solutions Structural: Re-allocation of decision-rights, providing broader information access, delegation/addition of roles and formalized decision-flows. Relational: Defining and re-routing routine decisions (e.g., various personnel decisions, travel, resourcing efforts, clinical protocol and protocol design, modeling and simulation). Skill Development: Building alternative sources of expertise, behavioral modeling and coaching. 2012 Activate Networks, Inc. 13 14. Decreasing Relational Load Is Important For BOTHPerformance and Engagement/Retention in Matrices 2012 Activate Networks, Inc. 14 15. 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, peopleidentified 4.5 others with whom they are extremely guarded in terms of sharing thoughts and ideas. The minimum and maximum times thata person was cited by others was 1-13. 2012 Activate Networks, Inc. 15 16. 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 2012 Activate Networks, Inc.16 17. Energy (and Energizers) Matters More Than You MightThink 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. 2012 Activate Networks, Inc. 17 18. Do You Create Energy Around You? 2012 Activate Networks, Inc. 18 19. 2012 Activate Networks, Inc. 19 20. 2012 Activate Networks, Inc. 20 21. Questions?For more information visit ActivateNetworks.net andcontact Dave Parkhurst - DParkhurst@ActivateNetworks.net 2012 Activate Networks, Inc.