Activate Networks Driving Collaboration Through Social Networks - Rob Cross 2012

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1 © 2012 Activate Networks, Inc. 617.558.0210 | [email protected] | www. activatenetworks.net 1 Newton Executive Park, Suite 100 | Newton, MA 02462 Driving Collaboration Through Social Networks Prof. Rob Cross, University of Virginia Webinar - Wed. Dec. 12, 2012
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Host: Steven Wardell, VP Marketing, Activate Networks Introducer: Todd Kiernan, Director of ONA Solutions, Activate Networks Presenter: Prof. Rob Cross, University of Virginia

Transcript of Activate Networks Driving Collaboration Through Social Networks - Rob Cross 2012

Page 1: Activate Networks Driving Collaboration Through Social Networks - Rob Cross 2012

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

Prof. Rob Cross, University of VirginiaWebinar - Wed. Dec. 12, 2012

Page 2: Activate Networks Driving Collaboration Through Social Networks - Rob Cross 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

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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.

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4© 2012 Activate Networks, Inc.

1.Network Dimensions Associated With High Performing Organizations

2.Network Dimensions Underlying Successful Collaboration

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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

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6© 2012 Activate Networks, Inc.

Knowing and utilizing the network’s center.

Successful Leaders Know and Work Through Networks By…

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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…

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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…

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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

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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…

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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.

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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…

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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.

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14© 2012 Activate Networks, Inc.

1.Network Dimensions Associated With High Performing Organizations

2.Network Dimensions Underlying Successful Collaboration

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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.

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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.

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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?”

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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

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19© 2012 Activate Networks, Inc.

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20© 2012 Activate Networks, Inc. 20

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21© 2012 Activate Networks, Inc.

Questions?For more information visit ActivateNetworks.net and contact Todd Kiernan - [email protected]