CISummit 2013: Chris Newell, Strategies for Re-Balancing Your Network to Accelerate a Large...

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Strategies For Re-balancing Your Network:Accelerating Strategic Change

Strategies For Re-balancing Your Network:Accelerating Strategic Change

Chris Newell, Psy.D

Senior Research Fellow

The ChallengeThe Challenge

40 year history of a branch structure – 57 offices

Culture “ What happens in the branch stays in the branch”

Lack of trust to use any resources outside the branch office

Limited re-use of assets

One Keane strategy announced – moving to solution sets and business lines

This means each branch loses some autonomy and must trust “service line”

leaders with their customers

Do we understand the risk from a people perspective in this shift?

Do we understand the impact of “breaking up” the insular nature of the branch

offices?

Are their ways to understand how to build trust across the enterprise to sell in

this fashion?

Working in A Matrix StructureWorking in A Matrix Structure

Branch Structure Matrix Structure

Work in the system

Internal focus: Focus on where we do the work

Lead by title/position

Controlled environment

Work on the system

External focus: Focus on where we create value

Lead by influence

Empowered environment

Train Wreck – my viewTrain Wreck – my view

4April 7, 2023The Launch at Boston University

My ChallengeMy Challenge

How do I show the leadership that we have huge risks in

executing on this strategy?

Who listens to HR anyway?

What is a way to show them the risk and develop a plan of

action?

Conducted a Network Analysis with our top/key 150 people

The results were stunning – and it created an opening to try to

build and rebalance the network


Train Wreck: ONA resultsTrain Wreck: ONA results


Overall Network MetricsOverall Network Metrics

Metric Description Target Keane Comments

Density % of existing relationships (out of 100%) within a group

20% 8% Below-average density, as some people are highly connected and others are very removed.

Cohesion Average # of steps to reach any other person in the group

2.0 2.4 Individuals are likely to call a friend and then a friend of a friend in the pursuit of desired information. There are opportunities at Keane to get the peripheral employees more connected.

Centrality Average # of relationships per person

15 9.9 Individuals can typically maintain 10-15 relationships at this level of interaction. The mean centrality is below average. There seems to be a wide distribution of ties, with some employees very well-connected and many on the periphery.

Network MeasuresDensity = 8.17%Cohesion = 2.42

Centrality (IN) =9.967

Top 10 Central People Dropped

Density reduced by 26%

BenchmarksDensity = 20%Cohesion = 2.0

Centrality (IN) =15

The Network The Network

Hierarchical NetworkHierarchical Network

= Director

Position

= Client Executive

= Managing Director

= Group/Area VP

= Director Service Delivery

= Sales Rep

= Vice President

= Manager



The Hierarchy Dominates

The TheoryThe Theory

De-layer overly connected people Identify brokers, overloaded points

Replicate behaviors of those central to the network in order to shift the information load

Re-allocate decision making

Minimize inefficiencies that result when better-connected people depart and leave a hole in the network.

Integrate peripheral people Identify marginalize voices

What roles are represented on the edge of the network? What are the major impediments to keeping more people from being central

Identify points in the information flow network where greater collaboration would yield effectiveness and efficiency benefits

The PracticeThe Practice

We stopped all leadership training and instead focused on sessions to problem

solve and practice working on solutions together

Developed regional sessions with the right people in the room sharing the new

solutions and having “live” practice sessions with “customers.

We set teams to compete on new deals and expanding old deals

We designed it to be intense, competitive, real life as possible, and to build

them as new teams

Because sales was on the edge of the network with high turnover– we revamped

how we oriented them, trained, mentored, and connected them

We found the brokers and made them champions of the communities of practice

We built a knowledge and collaboration systems to support tacit and explicit

knowledge exchange.




BenchmarksDensity = 20%Cohesion = 2.0

Centrality (IN) =15

Top 10 Central

People Dropped Density reduced by

18%

Network Network

= Department Manager

Position

= Client Executive

= Function Manager

= Director

= Sales Rep

= Other

= Vice President



= No answer

Hierarchy: 6 Months later

Metric Description Keane 1st ONA (n=123)

Keane 2nd ONA (n=145)


8% (Target=20%)

9.5% (Target =20%)


2.4 (Target=2)

2.5 (Target=2)


9.8 (Target=15)

13.6 (Target=15)

Metric Description Keane 1st ONA (n=46)

Keane 2nd ONA(n=46)


8.5%

11.16%


3.152

2.77


3.8

5.02

Greater than 18% improvement in density

from the 1st to the 2nd ONA, despite larger network size

Overall Network Comparison:

Effective and Very Effective

Network Comparison Consisting of Employees Completing Both Surveys:

Results 6 months later Results 6 months later

Greater than 38% improvement in centrality from the 1st to the 2nd ONA, despite larger network size

Greater than 31% improvement in density

from the same sample from 1st to the 2nd ONA

32% improvement in centrality

12% improvement in cohesion


PORTAL/INTRANETPOST-PROJECTPROJECTPURSUITSALESFORCE.COM

1 2 3 4 5

Find the Deal Win the Deal Deliver the Project Document the Project Share with Keane

Feeling Close vs. Being CloseFeeling Close vs. Being Close

“Feel Close”

Videoconferencing

Pureplay

We’re right here.

Client

Where are you?

Client

Western Hemisphere Eastern Hemisphere

Keane

Integrated collaboration across Keane’s Information Value Chain

“Be Close”


CEO

Bring the Strategy to the Desktop. To live the strategy every day, employees need an Enterprise Desktop.Bring the Strategy to the Desktop. To live the strategy every day, employees need an Enterprise Desktop.

President, North American Global Practices

Keane success

This is where I get information…

• OKT company strategy

• Group data, news & announcements

• SME/COP thought leadership

• Knowledge assets

Vision, Strategy, Direction

VP/GMBL , Region , Vertical

PM-SDMResponsible for Delivery

Tasks

Project success

Support

My business success

Keane Information Worker

…and where I do my work:

• Deliver pursuits and projects

• Report time & expenses

• Interact with the customer

• Leverage my extended team

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