Enterprise Social Network Analytics
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Transcript of Enterprise Social Network Analytics
![Page 1: Enterprise Social Network Analytics](https://reader033.fdocuments.net/reader033/viewer/2022061202/547bfc7bb37959442b8b4f46/html5/thumbnails/1.jpg)
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Organisational Performance and Enterprise Social Network Analytics
- Connecting ‘social’ to ‘business’
Optimicewww.optimice.com.au
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Social Analytics linked to Organisational Performance• We provide social network analytics targeting organisational
performance at the Enterprise, Department/Community and Individual levels
Social Network Analytics
Enterprise‘Group’ /
Department
Individual
Analytics provides insights into:
Targeting these audiences:
ESS Platform
InnovationEffectivene
ss Efficiency
Interaction data
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Social Network Analytics and Organisational Performance• Our social network analytics are aimed at the three key drivers
of organisational performance: Effectiveness, Efficiency and Innovation
Organisational
Performance
EnterpriseGroup/Department
Individual
Effectiveness(Capability/Alignment)• Density of
relationships within a ‘group'
• Key Player Index
Efficiency(Trust)
• Trust Index - Reciprocated (two-way) connections• Collaboration
between BUs Innovation• List of people who have the potential to create break-through
innovation (weak ties )
• Brokers between structure
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Example Outputs - Efficiency
Trust Index
Collaboration MatrixCollaboration Map
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Analytics assessing Efficiency
Metric Measure Business Impact
Trust Index % of connections that are reciprocated
The higher the trust index, the more cohesive and therefore efficient value flows between roles in a value chain.
Cross-unit collaboration
Density of connection within and between departments
Provides a comparison of actual collaboration patterns with the designed value chain for the business. Misalignments flag inefficiencies.
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Example outputs - Effectiveness
Key Player Index Brokerage / Succession Chart
Collaboration Leagues Table
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Analytics assessing Effectiveness
Metric Measure Business Impact
Key Player Index
Identifies the % of participants that represent 50% all connections
The lower the key player index the more at risk the organisation is to an over-reliance on a critical few
Succession Risk(Broker profile)
For identified ‘key players’, measures the number of staff who share the same connections or not (organisational redundancy)
Poor redundancy of connections around key players identifies how difficult it would be to replace a key player with effective successors.
Identifies opportunities to broker connections.
Capability Index
Density of connections within core capability communities
Density of connections indicate strong knowledge sharing and a deepening of expertise and capability
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Example Outputs - Innovation
• Diversity of relationships (I know people in many different places)
• Density/cohesion of relationships (we all know each other)
High
High
Low
Best when applied to an
ideas campaign
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Analytics assessing Innovation
Metric Measure Business Impact Audience
Loosely Connected Ideation Clusters
Measures the diversity and connectedness of participants in discussion threads
A healthy ideation community will have a diversity of discussion thread participants that are loosely connected.
Department/Community
Innovation Catalysts / Connectors
Number of key brokers connecting Ideation clusters with exploitation teams
If missing the connector/engager role players, organisations will find that ideas will stall and staff will become disenchanted in the innovation process.
Enterprise
Densely Connected Exploitation Networks
Number of collaboration clusters that meet a threshold for reciprocity and density indicative of effective exploitation
Effective exploitation requires a density of connections usually focused within a single business unit. Low density, low trust networks are indicative of poor exploitation performance.
Department/Community
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Social Analytics at the Individual Level
Metric Measure Business Impact
Network diversity and cohesion
Shows the diversity and connectedness of participants an individual’s network
Track the extent to each users’ own network. Creates awareness of strengths and weaknesses (e.g. only interacts with people in own region, or department). Use for personal development and career planning.
Connection Archetype
Measures how many connections are from outside the individual’s own department
Compares individual with colleagues to show degree to which the person is interacting with people outside of own department and/or location. Creates more awareness of one’s diversity of connections. Use for personal development and career planning.
Brokerage Chart Measures the number of staff who are connected with the same people.
Tracks how ‘unique’ an individual’s network is. If you have relationships that few other people have you are in a position to connect people. Use for personal development and career planning.
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Example outputs - Individual level
Individual Network Map
Connection Archetypes – Individual Highlighted
Brokerage/Succession Chart
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Why Personal Social Network Analytics?
• Empowers the individual in building an effective workplace network.
• Creates self motivation for developing effective collaborative behaviours.
• Data driven and private to the individual; minimizing the need for manager oversight.
• Reduces the time and effort that line managers need to expend on co-ordination.
"An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success.”
Stephen Covey
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Making use of personal network analytics
1. Review personal analytics
2. Self reflection
3. Coaching (optional)
4. Taking action
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Optimice
www.optimice.com.au
+61 (0) 2 8002 0035