1© 2012 Activate Networks, Inc.
617.558.0210 | [email protected] | www. activatenetworks.net1 Newton Executive Park, Suite 100 | Newton, MA 02462
Driving CollaborationThrough Social Networks
Host - Steven Wardell, Activate NetworksPresenter - Prof. Rob Cross, University of Virginia
Webinar - Wed. Dec. 12, 2012
2© 2012 Activate Networks, Inc. 22
Host
Steven WardellVP Marketing
Activate Networks
Driving Collaboration Through Social Networks
Introducer
Todd KiernanDirector, ONA Solutions
Activate Networks
Presenter
Prof. Rob CrossUniversity of Virginia
3© 2012 Activate Networks, Inc.
The company at a glance
Sponsor of the Network Roundtable
Representative Members
Utilizes innovative social network analytic technology developed by Prof. Rob Cross of the University of Virginia
Users of ONA include major global organizations and industry leaders
A social network analytics company providing strategic tools that identify and understand the key social connections that drive commercial, organizational, and health results.
4© 2012 Activate Networks, Inc.
1.Network Dimensions Associated With High Performing Organizations
2.Network Dimensions Underlying Successful Collaboration
5© 2012 Activate Networks, Inc.
Networks are often under-appreciated in comparison to the formal structure.
Formal Structure
Sutherland
Smith
Crossley
Dhillon
Zaheer
Keller
Angelo
Schultz
Cordoza
Klimchuck
Mitchell
McWatters
Myers
Ramirez
Avery
Mares
Hopper
Hussan
Milavec
Waring
Informal Structure
Exploration & Production
Zaheer
Schultz
Mitchell
Klimchuck
Angelo
Keller
Smith
GeologyDhillon
Myers
PetrophysicalCrossley
ExplorationAvery
Cordoza
Sutherland
Ramirez
DrillingMcWatters
Waring
ProductionHussan
ReservoirHopper
ProductionMilavec
Senior Vice PresidentMares
6© 2012 Activate Networks, Inc.
Knowing and utilizing the network’s center.
Successful Leaders Know and Work Through Networks By…
7© 2012 Activate Networks, Inc.
Name# Incoming
TiesDepartment Location % Energizing Ties
% Problem Solving / Bus Opp Ties
% Cross-Dept Ties
George A 52 Investment Banking Australia
Sharron M 48 Operations Other Asia
Stephano C 46 Financing North America
Jessica S 46 Research North America
Michael G 46 Equities North America
Pat B 43 Currncy & Commdts Australia
Deborah K 42 Financing North America
Roman N 41 Equities South America
Josh W 40 Asset Mgmt North America
Gene P 39 Investment Banking Europe
Birger S 39 Asset Mgmt Europe
Seth I 39 Equities South America
Dmitry K 38 Fixed Income China
Deborah K 38 Investment Banking North America
Johan W 37 Currncy & Commdts Australia
Ivana L 36 Other North America
Ricardo I 36 Investment Banking North America
Sylvia E 35 Fixed Income China
Richard M 34 Investment Banking Europe
Vladimir T 34 Financial Adv Svcs China
Andrey K 34 Financing North America 31%
57%
48%
50%
30%
64%
32%
45%
49%
38%
40%
45%
76%
31%
33%
30%
39%
26%
25%
45%
42%
54%
52%
58%
63%
47%
53%
64%
59%
61%
48%
33%
60%
43%
47%
49%
46%
41%
49%
40%
29%
62%
76%
53%
15%
40%
31%
94%
84%
39%
66%
49%
62%
44%
73%
54%
83%
91%
67%
87%
83%
96%
56%
Successful Leaders Know and Work Through Networks By…
8© 2012 Activate Networks, Inc.
Example: 71 people identified Person A as an effective source of info and 27 responded that greater access to him is critical to improving their effectiveness.
Person A
Issue:– Hidden bottlenecks can
invisibly slow down the work of everyone (when these over-loaded people feel busy and like things are happening).
– Who is Person A?– What would you do?
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.
Leaders (and Most Organizations) Don’t Sufficiently Appreciate The Effect Of Overload Points In Networks…
9© 2012 Activate Networks, Inc.
0% 10% 20% 30% 40% 50%0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
% of Colleagues Desiring Greater Access
% o
f C
oll
eag
ues
Rat
ing
th
e In
div
idu
al a
s an
Eff
ecti
ve S
ou
rce
of
In-
form
atio
nDecreasing Relational Load Is Important For BOTH Performance and Well-Being At Work
10© 2012 Activate Networks, Inc.
Knowing and utilizing the network’s center.
Leveraging the network’s edge.
Successful Leaders Know and Work Through Networks By…
11© 2012 Activate Networks, Inc.
Name # Effective Incoming Info Ties
# Advice Incoming
Ties
XXXTenure
Role FunctionPrimary
Therapeutic Area
Location
Person 1 41 22 1 to < 3 yrs VPDev Lead Metabolics NJ
Person 2 39 22 1 to < 3 yrs VP RMSCardio- vascular
Person 3 36 26 < 1 year VP GHOMultiple Areas NJ
Person 4 34 21 1 to < 3 yrsExec Drctr GCR Immunology NJ
Person 5 27 16 1 to < 3 yrs VP GCR OncologyPerson 6 23 15 1 to < 3 yrs Drctr RMS Metabolics
Person 7 22 18 1 to < 3 yrs VP DMCPMultiple Areas NJ
Person 8 20 13 1 to < 3 yrsExec Drctr Other
Multiple Areas
Person 9 19 13 1 to < 3 yrsExec Drctr DMCP Metabolics NJ
Person 10 18 11 1 to < 3 yrsGp
Drctr GCR Oncology
Ties by Tenure
Cross-Function Ties by Tenure
Characteristics of Fast Movers (i.e., Least Tenured Connectors) Compared to Others in Same Tenure Band:
― Provide expertise across the enterprise: almost three times as many cross-function ties.
― Create enthusiasm: four times as many energizing incoming ties.
― Help others: more than two and a half times as likely to provide advice to help formulate strategies and key decisions.
Avg. number of incoming ties
Avg. number of ties from people outside function.
Least Tenured Top Connectors
Understanding the Behaviors and Early Assignments of Least Tenured Top Connectors Can Improve On-Boarding Processes of New Hires.
12© 2012 Activate Networks, Inc.
Knowing and utilizing the network’s center.
Leveraging the network’s edge.
Bridging silos where collaboration matters.
Successful Leaders Know and Work Through Networks By…
13© 2012 Activate Networks, Inc.
Realizing Innovation Potential Across Select Collaborative Silos
= NA
= ASIA
Region
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.
Solutions– 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 to encourage relevant reaching out.
14© 2012 Activate Networks, Inc.
1.Network Dimensions Associated With High Performing Organizations
2.Network Dimensions Underlying Successful Collaboration
15© 2012 Activate Networks, Inc.
Developing Network Responsiveness
Solutions– Re-structure face to face
and virtual meeting formats: Employ mechanisms that create awareness of expertise and vision for integration.
– Paper or electronic expertise profiles: Critical to contain professional information that creates legitimacy and personal information that creates approachability.
– Web 2.0 technologies: Wikis and other tools can take work out of the network and build awareness of expertise.
16© 2012 Activate Networks, Inc.
Voice In A New Product Development Team Network Diagram Based on Response: In either one-on-one conversations or meetings, my interactions 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 with
whom they are “extremely guarded” in
terms of sharing thoughts and ideas. The minimum and maximum times that a person was cited by others was 1-13.
17© 2012 Activate Networks, Inc.
A Highly Energized Network…
= Level 1
= Level 3= Level 2
Hierarchy
= Level 4
Question: “When you interact with this person, how does it affect your energy level?”
18© 2012 Activate Networks, Inc.
Do You Create Energy Around You?
● Creates Personal Connection
● Builds Reciprocity
● Follows Through On Commitments
● Stands For Something Larger Than Self
Flexible
Disagrees Productively
Helps Others Contribute
Is Attentive in Meetings
Engages in Possibilities
19© 2012 Activate Networks, Inc.
20© 2012 Activate Networks, Inc. 20
21© 2012 Activate Networks, Inc.
Questions?For more information visit ActivateNetworks.net and contact Todd Kiernan - [email protected]