What are organisational networks?
Organisational networks exist in every company. These informal relationships between employees across all levels and divisions are where knowledge and ideas are exchanged and where mutual learning and support become possible. As a second, parallel layer they complement and complete the formal organisational and project structure, and it is on this layer that essential communication and collaboration take place. The network perspective assumes that innovation, solutions and decisions in complex projects emerge through interaction – or can equally be blocked by it.
The challenge of an organisational network is to make its informal structures visible, so that its full potential becomes available to the organisation and its people. Organisational network analysis (ONA) examines these networks and reveals where they can be improved. ONA thereby provides an essential basis for far-reaching intervention, to decisively improve a company’s capacity for innovation, its knowledge management and its strategy development.
To address the challenges of the future we need collaborative intelligence
The capabilities
Informal social and organisational networks and their key stakeholders can either support or hinder the exchange of information and innovation, creativity, collaboration and change processes.
Network analysis can support locating bottlenecks to optimise performance processes, increasing the efficiency of change projects and creating awareness for upcoming collaboration needs.
Networks are like the DNA of an organisation: they are not visible to the naked eye, yet they play a vital role in the overall success of individuals’ as well as the organisation as a whole.
The challenge
The challenge consists of increasing the visibility of informal structures so that both employees and the organisation as a whole can benefit. Where are the key stakeholders? Are they well connected - or are there gaps? What happens when these stakeholders retire or leave? Are different networks functioning in isolation? And how can existing networks become more efficient?
Our consulting services
Together with you we will define the overall objectives of the network analysis and its implementation in two steps:
Network analysis
A network analysis detects existing organizational networks with professional diagnostic tools and a clear focus on business goals, to increase the visibility of internal and external informal work relationships. This will allow you to easily identify key people for innovation and change, identify weak areas and capture collaboration needs within the organisation.
Objectives, scope and participants are defined with your input. The formulation of diagnostic prompts, access rights, confidentiality, and evaluation steps gives all stakeholders a transparent overview of the approach.
In collaboration with the organisation’s project manager we will test and design diagnostic questions, the timing, the communication strategy and incentives for participation in the survey.
We will work directly with you to ensure an adequate response rate accompanied by effective communication.
The evaluation process begins immediately after completion of the survey. The data is converted into „maps“and graphs outlining the key issues around network efficiency and network optimization. Using the evaluation criteria, we will assess the results and clarify whether connections are being applied in an effective way.
With your help, we will draw up a list of recommendations to strengthen the functioning of network relationships and identifying any weak areas.
Implementation steps
The steps are based on the recommendations we give for optimising the network relationships. Here are some examples:
- Building tandems made up of two members from previous business units after a restructuring, with a focus on having a fruitful exchange about existing practices in both units.
- Introduction of targeted networking activities within the organisation through the set up of communities of practice and a targeted cross-functional mix of participants from both technical and leadership programs.
- Idea workshops comprised of mixed teams to develop new product ideas.
- Setting up learning partnerships through development programs.
A follow-up can then be done with a second diagnosis to test the effectiveness of the measures and interventions that were implemented.
Instruments & methods for network development
Social network analysis (SNA) evaluates the relationships and structures of interpersonal and organisational networks, by identifying the quality and frequency of connections between key players, as well as the patterns and structural features. Based on these findings SNA derives the support needed for evaluating and optimising these networks.
Communities of Practice (CoP) can be defined as a group of people within an organisation that informally get together based on their shared expertise or commitment to a specific topic.