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OrganizationalNetworkMapping393Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
THEADVISORYBOARDCommunitiesofKnowledgeTactic#17:OrganizationalNetworkMapping395Tactic#18:HumanAsset"YellowPages"411Tactic#19:KnowledgeTransferEngineering439ExposuretoNewBusinessDisciplinesTactic#20:IntellectualCapitalAccounting457Tactic#21:HumanResources"ExecutiveProducer"475Tactic#22:HumanAssetPlanning497ChapterFourManagingCoreCompetenciesoftheCorporation394ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
OrganizationalNetworkMapping395Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Tactic#17OrganizationalNetworkMappingDenitionBasedonsimplesetofinputs,computergeneratesgraphicalandquantitativerepresentationsofinformalknowledgenetworkswithinanorganization.
Tacticdrivenbyfailureoftraditionalprocessandorganizationalmapstocapturetheincreasinglycomplexnatureofworkprocesses.
Tacticrepresentsmostaccurate,systematicmeansyetseentoidentifykeyvaluecreators,informalknowledgecommunitiesthatdrivecorporatecorecompetencies.
CorporateLeadershipCouncilGrade:AManagingCoreCompetenciesoftheOrganization396ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
RevealingtheThomasSeniorExecutiveResearchandDevelopmentDepartmentCustomersVendorsComputerDatabaseRegulatoryAgenciesOrganizationcharts"prescribe"thatworkandinformationowinahierarchy…PrescribedhierarchicalowofworkandinformationRosaSecretaryExternalentitiesnotincludedinThomas'sorganizationchartConclusion#1Smallnumberoforganizationsattemptingcloseanalysisofthecompanyhiddenbehindtheorganizationalchart;inorganizational"networkmapping,"companytakeshardlookatinformalpersonalcontactsthroughwhichworkgetsdone(andinformationisshared)TacticDescriptionAlbertManagerEricManagerMarthaManagerMartinManagerSusanManagerCandiceLeenaNancyKathyWilliamDianeAnneRogerSharonSalesDept.
MarketingDept.
FinanceDept.
OrganizationalNetworkMapping397Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
AlbertDianeVendorsCustomersWilliamSharonRogerSusanKathyMartinNancyEricLeenaCandiceAnneMarthaThomasRosaAWorkGroupEBCDDatabaseSalesDept.
MarketingDept.
FinanceDept.
RegulatoryAgenciesWorkGroupWorkGroupWorkGroupWorkGroupWorkGroup…butnetworkmappingrevealsthatworkandinformationactuallyowthroughvastwebofinformalchannelsNetworkMapofWorkInteractions"RealOrganization"Conclusion#2Networkmappinggrewoutofconvictionthatworkow(andinformationexchange)isasubterraneanandthereforeunmanagedprocessatmostcompanies;traditionalorganizationchart—andevenrun-of-the-millprocessmaps—failstocapturecomplexwebofinformalinteractionsSource:Krebs&Associates.
Note:Eachlinedenotesregularinteractionbetweenconnectedentities398ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Conclusion#3Goalistoilluminateinformalorganizationinordertoidentifynotonlyclearbreakdownsincooperationandsharingbutalsoopportunitiestostrengthenviablebutimperfectelementsofthe"collaborativefabric"Conclusion#4Threestepstogeneratinganetworkmap;Step1:Selectemployees,departmentsandoutsidevendorstobeassessed(inclusionofallparties"touched"byorganizationnecessaryforcompleteunderstandingofemergingnetworks)NewProductDevelopedinLabsDecisionWhethertoBuildNewProductManufactureofNewProductMarketingandSaleofNewProductSalesMarketingCustomerfeedbackManufacturingOperationsManufacturingStrategicplanningCustomerfeedbackMarketing/salesStrategicplanningResearch&developmentCaseinPoint:DeterminingOrganizational"Players"inProductDevelopmentandRolloutCastingaWideNet"Oftentimesthebestsourceofinformationonwhichpeopleanddepartmentsareinvolvedinprocessesisnotthepeopleinvolvedintheprocess,buttheiradministrativeassistants.
"GerryFalkowskiIBMConsultingIdentifyingtheIndividual"Players"Source:Councilhypothetical.
OrganizationalNetworkMapping399Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
MissionandvisionWorkinteractionsGrapevineDecisionmakingInnovationExpertiseCustomerknowledgeWithwhomdoyoudiscussthecompanyvisionandbusinessstrategyWithwhomdoyoudiscusswhatisimportantandvaluedintheorganizationWithwhomdoyouworktogetyourjobdone[exchangeinformation,documentsandotherresources]Withwhomdoyoudiscusswhatisgoingonatwork,andwhoisdoingwhatinyourorganizationFromwhomdoyouseekinputs,suggestionsandfeedbackbeforemakingadecisionWithwhomdoyoudiscussideas,innovations,andbetterwaysofgettingthingsdoneTowhomdoyougoforexpertadviceindoingyourworkWithwhomdoyoudiscusscustomerneedsandmarketdemandsConclusion#5Step2:Gatherdatanecessarytoevaluatecurrentcollaborationpatterns;inquiryfocusesonbothreasonforandfrequencyofinteractionsSurveyedEmployee:MartyWiadroQuestionEmployeeFrequencyScoreWithwhomdoyoudiscussideas,innovationsandbetterwaysofgettingthingsdone1JeffWeldmanShariBarnettJonKurtzTamaraFagellJohnWasserman35405ScoreCardFrequencyFrequencyofContactScoreNone.
0Yearly1Quarterly.
2Monthly.
3Weekly.
4Dailyormore.
5…andemployeesthenlloutsurveyansweringhowfrequentlytheyinteractwiththeircoworkersMappingtheManyDimensionsofInterpersonalInteractionsCustomizedsurveyisdevelopedtoevaluateanorganizationsparticularneed(s)…ASSESSEDDIMENSIONSSAMPLEQUESTIONSSource:Krebs&Associates.
400ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
NetworkAnalysisIlluminatesNetworkinteractions…NetworkMapofWorkInteractionsConclusion#6Step3:Generatedetailedquantitativeandvisualsummaryoftheinformalnetwork;this"map"providesanassessmentofthequalityandnumberoflinkagesbetweenpeopleinthecollaborativenetwork(andspotlightspeoplewhogeneratecriticalinsights)AlbertDianeVendorsCustomersWilliamSharonRogerSusanKathyMartinNancyEricLeenaCandiceAnneMarthaThomasRosaAWorkGroupEBCDDatabaseSalesDept.
MarketingDept.
FinanceDept.
RegulatoryAgenciesWorkGroupWorkGroupWorkGroupWorkGroupWorkGroupOrganizationalNetworkMapping401Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
QualityofWorkInteractions…canbeassessedquantitativelyAssessmentTypesConclusion#7NextStepUponCompletionofAllNecessaryMaps:Closeanalysisofstepstocreatemoreefcientworkpatterns,supportbetterinformation"pooling,"andsafeguardvaluablepersonnelReachMeasurementofhowmuchpotentialinuenceapersonwields(low=0,high=1)ControlMeasurementofhowmuchcontrolapersonhasovertheowofinformation(low=0,high=1)ActivityMeasurementofhowactiveapersonisinthenetwork(low=0,high=1)PersonActivityScoreThomas0.
455Martha0.
407Rosa0.
390Martin0.
234Susan0.
234Eric0.
234Anne0.
058PersonActivityScoreThomas0.
364Martha0.
318Rosa0.
273Martin0.
227Susan0.
227Candice0.
091Leena0.
091PersonActivityScoreRosa0.
955Thomas0.
955Martha0.
636Martin0.
545Susan0.
545Candice0.
227Leena0.
227AccessMeasurementofhoweasilyapersoncangettheresourcesheorsheneedstobesuccessfulintheorganization(low=0,high=1)PersonActivityScoreThomas0.
595Rosa0.
564Martha0.
489Martin0.
440Susan0.
440Candice0.
314Leena0.
314PowerMeasurementofhowmuchpowerapersonhasto"getthingsdone"(low=0,high=1)PersonActivityScoreThomas0.
668Rosa0.
636Martha0.
511Martin0.
406Susan0.
406Candice0.
181Leena0.
181Source:Krebs&Associates.
402ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
UncoveringCommunitiesThoughorganizedinveworkgroups…NetworkMapofWorkInteractionsOrganizedbyWorkGroupAlbertDianeVendorsCustomersWilliamSharonRogerSusanKathyMartinNancyEricLeenaCandiceAnneMarthaThomasRosaAWorkGroupEBCDDatabaseSalesDept.
MarketingDept.
FinanceDept.
RegulatoryAgenciesWorkGroupWorkGroupWorkGroupWorkGroupWorkGroupConclusion#8RequisiteFollow-Up:Periodicallyresurveysamegrouptodeterminewhetherattemptstoimprovecommunicationsow(andprotectcriticalhumanassets)have"taken";longitudinalsnapshotsoforganizationenablemanagementtomonitortheeffectivenessofchangeeffortsOrganizationalNetworkMapping403Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
ofKnowledge…analysisofthenetworkmaprevealstheorganizationactuallyfunctionsthroughthreecommunitiesofknowledgeNetworkMapofWorkInteractionsOrganizedbyCommunityofKnowledgeSource:Krebs&Associates.
RogerAlbertDianeVendorsCustomersWilliamSharonSusanMartinKathyNancyEricCandiceLeenaAnneMarthaRosaCommunityofKnowledge1DataBaseSalesDept.
MarketingDept.
FinanceDept.
RegulatoryAgenciesThomasCommunityofKnowledge2CommunityofKnowledge3404ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Conclusion#9Networkmappingistheonlymeansofpinningdownexactlyhowtheorganizationcurrentlyfunctions;processabsolutelymandatoryforproactivemanagementof"collaborativechain"—withoutit,managersarereducedtoresponding(belatedly)when"disconnects"causeaworkefforttofailTacticAssessmentNetworkMappingExposesLyraCorporation'sJuniorEngineersTrulyIsolatedfromSeniormostEngineersNetworkMapTrackingIdea/InnovationFlowAmongEngineersJuniorEngineers10YearsofExperienceObservation:Juniorengineersarelargelydisconnectedfromtherestoftheorganization.
PossibleSolutions:Cross-stafngofprojectsInformalbriengs/discussionsMentoringprogramsSource:LyraCorporation.
OrganizationalNetworkMapping405Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Conclusion#10Twoprimarybenetsofnetworkmapping;FirstBenet:IdenticationofcommunicationsbreakdownsbothbetweenandwithingroupsOrganizational"Failures"OrganizationalX-RayRevealsAntaresCorporation's"FatalFlaw":MarketingDepartment"OutofLoop"onSalesandResearch&DevelopmentEffortsNetworkMapofWorkInteractionsObservation:MarketingDepartmentiscompletelydisconnectedfromtheSalesDepartmentandResearch&DevelopmentDepartments.
PossibleSolutions:HoldregularmeetingsbetweendepartmentsCreatecross-functionalteamsMarketingFinanceSalesResearch&DevelopmentProductionSource:Krebs&Associates.
406ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Conclusion#11ExtremeExampleofCommunicationsBreakdown:Networkmappingputsspotlightonsocialgroups(sharingcommongender,ethnicity,etc.
)whoareostracized;mapbecomesinvaluableaidinmeasuringprogressofdiversityeffortsNetworkMapCaptures"DiversityManagement"FailureNetworkMapofSocialGrapevineMinorityGroupMajorityGroupObservation:Fewconnectionsexistbetweenpeopleintheminoritygroupandpeopleinthemajoritygrouponeveryday"socialnetworking.
"Thisisanimportantndingsincesocialnetworksareoftenaproxyforpromotions.
Asmanagerstendtohirethosepeoplewithwhomtheyarefamiliarinwork(andsocial)settings,companiesshouldworktointegratepeopleinbothworkandsocialsettings.
Source:ProfessorKarenStephenson,UCLA.
OrganizationalNetworkMapping407Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Conclusion#12SecondBenet:Identicationofkeyintellectualassets;thesegroupsandindividualscanthenbecomeprioritiesforretention,effortsto"spread"theirknowledgeNetworkMappingUncoversKeyPlayerNetworkMapofWorkInteractioninMarketPlanningatTriangulumCorporationSource:Krebs&Associates.
Observation:Networkmappinguncoversindividualcontributorwithnodirectreports,butwhoisthetopsourceofideas,insightsdrivingmarketingefforts.
OutsideSuppliersAdministrationDivisionMarketingFinanceOfficeVPCorporateR&DResearchLabCorporatePlanningCorporateMarketingKeyPlayerDepartmentManagerHardwareDevelopmentSoftwareDevelopmentManufacturingCustomerSatisfactionPlantEngineeringNewYorkOfficeMidwestSiteMarketPlanning408ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
JesseJaneJimPollySandraTonyAnneChrisMarthaMichael(Director)JohnDianeEileenDavidMarthaEdward(Gatekeeper)FinancialDatabaseWesternSalesDivisionSouthernSalesDivisionEasternSalesDivisionNorthernSalesDivisionConclusion#13GoodNews:Toolcanbeusedproactivelyinplanningmergersandotherre-engineeringefforts;"prepwork"avertsmisstepsandsmoothschangeoverConclusion#14Caveat:"Snapjudgments"baseduponrstassessmentofthemapoftenprovewrong;in-depthanalysisisrequiredrsttodeterminewhether"problems"revealedarerealandthentodevelopeffective"cures"Observation:Sandraisnotconnectedtoanyoneintheworkow.
SnapReaction:FireSandra.
Reality:SandraisnewtotheEasternSalesDivisionandwillslowlybeincludedintotheworkow.
Example#1Example#2Observation:SouthernSalesDivisionisisolatedandinsular.
SnapReaction:WorktobetterintegrateSouthernSalesDivisionthroughintergroupmeetings.
Reality:SouthernSalesDivisioniscomprisedofLatino-culturedcountriesthatrequireadifferentsalesapproachthanthosecountriesintheWestern,NorthernandEasternSalesDivisions.
Observation:Edwardisa"gatekeeper"foraccesstocomputerdatabase.
SnapReaction:Opendatabasetomorepeople.
Reality:Databasecontainssensitivecorporateinformationandaccessmustberestricted.
CarefulAssessmentRequiredforTrueUnderstandingofNetworkMapsExample#3Source:Councilhypothetical.
OrganizationalNetworkMapping409Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
NotetoOurMembersWhileafewhighlyqualiedconsultantsprovideorganizationalnetworkmappingtools,Krebs&Associateshaspioneeredtheapplicationofmetricstoorganizationalnetworkmapping.
ThoughnotspecicallyendorsingKrebs&Associates'swork,theCouncilnonethelessthanksthestaffofKrebs&AssociatesforitsextensiveassistanceinthepreparationofthistacticandforhelpingtheCounciltounderstandnetworksandcommunitiesofknowledge.
Membersinterestedinadditionalinformationonthetechniquesdescribedhereinareinvitedtocontact:ValdisKrebsPresidentorgnet.
comCleveland,OH44145(440)331-1222valdis@orgnet.
com410ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Allrightsreserved.
THEADVISORYBOARDCommunitiesofKnowledgeTactic#17:OrganizationalNetworkMapping395Tactic#18:HumanAsset"YellowPages"411Tactic#19:KnowledgeTransferEngineering439ExposuretoNewBusinessDisciplinesTactic#20:IntellectualCapitalAccounting457Tactic#21:HumanResources"ExecutiveProducer"475Tactic#22:HumanAssetPlanning497ChapterFourManagingCoreCompetenciesoftheCorporation394ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
OrganizationalNetworkMapping395Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Tactic#17OrganizationalNetworkMappingDenitionBasedonsimplesetofinputs,computergeneratesgraphicalandquantitativerepresentationsofinformalknowledgenetworkswithinanorganization.
Tacticdrivenbyfailureoftraditionalprocessandorganizationalmapstocapturetheincreasinglycomplexnatureofworkprocesses.
Tacticrepresentsmostaccurate,systematicmeansyetseentoidentifykeyvaluecreators,informalknowledgecommunitiesthatdrivecorporatecorecompetencies.
CorporateLeadershipCouncilGrade:AManagingCoreCompetenciesoftheOrganization396ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
RevealingtheThomasSeniorExecutiveResearchandDevelopmentDepartmentCustomersVendorsComputerDatabaseRegulatoryAgenciesOrganizationcharts"prescribe"thatworkandinformationowinahierarchy…PrescribedhierarchicalowofworkandinformationRosaSecretaryExternalentitiesnotincludedinThomas'sorganizationchartConclusion#1Smallnumberoforganizationsattemptingcloseanalysisofthecompanyhiddenbehindtheorganizationalchart;inorganizational"networkmapping,"companytakeshardlookatinformalpersonalcontactsthroughwhichworkgetsdone(andinformationisshared)TacticDescriptionAlbertManagerEricManagerMarthaManagerMartinManagerSusanManagerCandiceLeenaNancyKathyWilliamDianeAnneRogerSharonSalesDept.
MarketingDept.
FinanceDept.
OrganizationalNetworkMapping397Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
AlbertDianeVendorsCustomersWilliamSharonRogerSusanKathyMartinNancyEricLeenaCandiceAnneMarthaThomasRosaAWorkGroupEBCDDatabaseSalesDept.
MarketingDept.
FinanceDept.
RegulatoryAgenciesWorkGroupWorkGroupWorkGroupWorkGroupWorkGroup…butnetworkmappingrevealsthatworkandinformationactuallyowthroughvastwebofinformalchannelsNetworkMapofWorkInteractions"RealOrganization"Conclusion#2Networkmappinggrewoutofconvictionthatworkow(andinformationexchange)isasubterraneanandthereforeunmanagedprocessatmostcompanies;traditionalorganizationchart—andevenrun-of-the-millprocessmaps—failstocapturecomplexwebofinformalinteractionsSource:Krebs&Associates.
Note:Eachlinedenotesregularinteractionbetweenconnectedentities398ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Conclusion#3Goalistoilluminateinformalorganizationinordertoidentifynotonlyclearbreakdownsincooperationandsharingbutalsoopportunitiestostrengthenviablebutimperfectelementsofthe"collaborativefabric"Conclusion#4Threestepstogeneratinganetworkmap;Step1:Selectemployees,departmentsandoutsidevendorstobeassessed(inclusionofallparties"touched"byorganizationnecessaryforcompleteunderstandingofemergingnetworks)NewProductDevelopedinLabsDecisionWhethertoBuildNewProductManufactureofNewProductMarketingandSaleofNewProductSalesMarketingCustomerfeedbackManufacturingOperationsManufacturingStrategicplanningCustomerfeedbackMarketing/salesStrategicplanningResearch&developmentCaseinPoint:DeterminingOrganizational"Players"inProductDevelopmentandRolloutCastingaWideNet"Oftentimesthebestsourceofinformationonwhichpeopleanddepartmentsareinvolvedinprocessesisnotthepeopleinvolvedintheprocess,buttheiradministrativeassistants.
"GerryFalkowskiIBMConsultingIdentifyingtheIndividual"Players"Source:Councilhypothetical.
OrganizationalNetworkMapping399Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
MissionandvisionWorkinteractionsGrapevineDecisionmakingInnovationExpertiseCustomerknowledgeWithwhomdoyoudiscussthecompanyvisionandbusinessstrategyWithwhomdoyoudiscusswhatisimportantandvaluedintheorganizationWithwhomdoyouworktogetyourjobdone[exchangeinformation,documentsandotherresources]Withwhomdoyoudiscusswhatisgoingonatwork,andwhoisdoingwhatinyourorganizationFromwhomdoyouseekinputs,suggestionsandfeedbackbeforemakingadecisionWithwhomdoyoudiscussideas,innovations,andbetterwaysofgettingthingsdoneTowhomdoyougoforexpertadviceindoingyourworkWithwhomdoyoudiscusscustomerneedsandmarketdemandsConclusion#5Step2:Gatherdatanecessarytoevaluatecurrentcollaborationpatterns;inquiryfocusesonbothreasonforandfrequencyofinteractionsSurveyedEmployee:MartyWiadroQuestionEmployeeFrequencyScoreWithwhomdoyoudiscussideas,innovationsandbetterwaysofgettingthingsdone1JeffWeldmanShariBarnettJonKurtzTamaraFagellJohnWasserman35405ScoreCardFrequencyFrequencyofContactScoreNone.
0Yearly1Quarterly.
2Monthly.
3Weekly.
4Dailyormore.
5…andemployeesthenlloutsurveyansweringhowfrequentlytheyinteractwiththeircoworkersMappingtheManyDimensionsofInterpersonalInteractionsCustomizedsurveyisdevelopedtoevaluateanorganizationsparticularneed(s)…ASSESSEDDIMENSIONSSAMPLEQUESTIONSSource:Krebs&Associates.
400ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
NetworkAnalysisIlluminatesNetworkinteractions…NetworkMapofWorkInteractionsConclusion#6Step3:Generatedetailedquantitativeandvisualsummaryoftheinformalnetwork;this"map"providesanassessmentofthequalityandnumberoflinkagesbetweenpeopleinthecollaborativenetwork(andspotlightspeoplewhogeneratecriticalinsights)AlbertDianeVendorsCustomersWilliamSharonRogerSusanKathyMartinNancyEricLeenaCandiceAnneMarthaThomasRosaAWorkGroupEBCDDatabaseSalesDept.
MarketingDept.
FinanceDept.
RegulatoryAgenciesWorkGroupWorkGroupWorkGroupWorkGroupWorkGroupOrganizationalNetworkMapping401Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
QualityofWorkInteractions…canbeassessedquantitativelyAssessmentTypesConclusion#7NextStepUponCompletionofAllNecessaryMaps:Closeanalysisofstepstocreatemoreefcientworkpatterns,supportbetterinformation"pooling,"andsafeguardvaluablepersonnelReachMeasurementofhowmuchpotentialinuenceapersonwields(low=0,high=1)ControlMeasurementofhowmuchcontrolapersonhasovertheowofinformation(low=0,high=1)ActivityMeasurementofhowactiveapersonisinthenetwork(low=0,high=1)PersonActivityScoreThomas0.
455Martha0.
407Rosa0.
390Martin0.
234Susan0.
234Eric0.
234Anne0.
058PersonActivityScoreThomas0.
364Martha0.
318Rosa0.
273Martin0.
227Susan0.
227Candice0.
091Leena0.
091PersonActivityScoreRosa0.
955Thomas0.
955Martha0.
636Martin0.
545Susan0.
545Candice0.
227Leena0.
227AccessMeasurementofhoweasilyapersoncangettheresourcesheorsheneedstobesuccessfulintheorganization(low=0,high=1)PersonActivityScoreThomas0.
595Rosa0.
564Martha0.
489Martin0.
440Susan0.
440Candice0.
314Leena0.
314PowerMeasurementofhowmuchpowerapersonhasto"getthingsdone"(low=0,high=1)PersonActivityScoreThomas0.
668Rosa0.
636Martha0.
511Martin0.
406Susan0.
406Candice0.
181Leena0.
181Source:Krebs&Associates.
402ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
UncoveringCommunitiesThoughorganizedinveworkgroups…NetworkMapofWorkInteractionsOrganizedbyWorkGroupAlbertDianeVendorsCustomersWilliamSharonRogerSusanKathyMartinNancyEricLeenaCandiceAnneMarthaThomasRosaAWorkGroupEBCDDatabaseSalesDept.
MarketingDept.
FinanceDept.
RegulatoryAgenciesWorkGroupWorkGroupWorkGroupWorkGroupWorkGroupConclusion#8RequisiteFollow-Up:Periodicallyresurveysamegrouptodeterminewhetherattemptstoimprovecommunicationsow(andprotectcriticalhumanassets)have"taken";longitudinalsnapshotsoforganizationenablemanagementtomonitortheeffectivenessofchangeeffortsOrganizationalNetworkMapping403Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
ofKnowledge…analysisofthenetworkmaprevealstheorganizationactuallyfunctionsthroughthreecommunitiesofknowledgeNetworkMapofWorkInteractionsOrganizedbyCommunityofKnowledgeSource:Krebs&Associates.
RogerAlbertDianeVendorsCustomersWilliamSharonSusanMartinKathyNancyEricCandiceLeenaAnneMarthaRosaCommunityofKnowledge1DataBaseSalesDept.
MarketingDept.
FinanceDept.
RegulatoryAgenciesThomasCommunityofKnowledge2CommunityofKnowledge3404ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Conclusion#9Networkmappingistheonlymeansofpinningdownexactlyhowtheorganizationcurrentlyfunctions;processabsolutelymandatoryforproactivemanagementof"collaborativechain"—withoutit,managersarereducedtoresponding(belatedly)when"disconnects"causeaworkefforttofailTacticAssessmentNetworkMappingExposesLyraCorporation'sJuniorEngineersTrulyIsolatedfromSeniormostEngineersNetworkMapTrackingIdea/InnovationFlowAmongEngineersJuniorEngineers10YearsofExperienceObservation:Juniorengineersarelargelydisconnectedfromtherestoftheorganization.
PossibleSolutions:Cross-stafngofprojectsInformalbriengs/discussionsMentoringprogramsSource:LyraCorporation.
OrganizationalNetworkMapping405Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Conclusion#10Twoprimarybenetsofnetworkmapping;FirstBenet:IdenticationofcommunicationsbreakdownsbothbetweenandwithingroupsOrganizational"Failures"OrganizationalX-RayRevealsAntaresCorporation's"FatalFlaw":MarketingDepartment"OutofLoop"onSalesandResearch&DevelopmentEffortsNetworkMapofWorkInteractionsObservation:MarketingDepartmentiscompletelydisconnectedfromtheSalesDepartmentandResearch&DevelopmentDepartments.
PossibleSolutions:HoldregularmeetingsbetweendepartmentsCreatecross-functionalteamsMarketingFinanceSalesResearch&DevelopmentProductionSource:Krebs&Associates.
406ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Conclusion#11ExtremeExampleofCommunicationsBreakdown:Networkmappingputsspotlightonsocialgroups(sharingcommongender,ethnicity,etc.
)whoareostracized;mapbecomesinvaluableaidinmeasuringprogressofdiversityeffortsNetworkMapCaptures"DiversityManagement"FailureNetworkMapofSocialGrapevineMinorityGroupMajorityGroupObservation:Fewconnectionsexistbetweenpeopleintheminoritygroupandpeopleinthemajoritygrouponeveryday"socialnetworking.
"Thisisanimportantndingsincesocialnetworksareoftenaproxyforpromotions.
Asmanagerstendtohirethosepeoplewithwhomtheyarefamiliarinwork(andsocial)settings,companiesshouldworktointegratepeopleinbothworkandsocialsettings.
Source:ProfessorKarenStephenson,UCLA.
OrganizationalNetworkMapping407Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
Conclusion#12SecondBenet:Identicationofkeyintellectualassets;thesegroupsandindividualscanthenbecomeprioritiesforretention,effortsto"spread"theirknowledgeNetworkMappingUncoversKeyPlayerNetworkMapofWorkInteractioninMarketPlanningatTriangulumCorporationSource:Krebs&Associates.
Observation:Networkmappinguncoversindividualcontributorwithnodirectreports,butwhoisthetopsourceofideas,insightsdrivingmarketingefforts.
OutsideSuppliersAdministrationDivisionMarketingFinanceOfficeVPCorporateR&DResearchLabCorporatePlanningCorporateMarketingKeyPlayerDepartmentManagerHardwareDevelopmentSoftwareDevelopmentManufacturingCustomerSatisfactionPlantEngineeringNewYorkOfficeMidwestSiteMarketPlanning408ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
JesseJaneJimPollySandraTonyAnneChrisMarthaMichael(Director)JohnDianeEileenDavidMarthaEdward(Gatekeeper)FinancialDatabaseWesternSalesDivisionSouthernSalesDivisionEasternSalesDivisionNorthernSalesDivisionConclusion#13GoodNews:Toolcanbeusedproactivelyinplanningmergersandotherre-engineeringefforts;"prepwork"avertsmisstepsandsmoothschangeoverConclusion#14Caveat:"Snapjudgments"baseduponrstassessmentofthemapoftenprovewrong;in-depthanalysisisrequiredrsttodeterminewhether"problems"revealedarerealandthentodevelopeffective"cures"Observation:Sandraisnotconnectedtoanyoneintheworkow.
SnapReaction:FireSandra.
Reality:SandraisnewtotheEasternSalesDivisionandwillslowlybeincludedintotheworkow.
Example#1Example#2Observation:SouthernSalesDivisionisisolatedandinsular.
SnapReaction:WorktobetterintegrateSouthernSalesDivisionthroughintergroupmeetings.
Reality:SouthernSalesDivisioniscomprisedofLatino-culturedcountriesthatrequireadifferentsalesapproachthanthosecountriesintheWestern,NorthernandEasternSalesDivisions.
Observation:Edwardisa"gatekeeper"foraccesstocomputerdatabase.
SnapReaction:Opendatabasetomorepeople.
Reality:Databasecontainssensitivecorporateinformationandaccessmustberestricted.
CarefulAssessmentRequiredforTrueUnderstandingofNetworkMapsExample#3Source:Councilhypothetical.
OrganizationalNetworkMapping409Copyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
NotetoOurMembersWhileafewhighlyqualiedconsultantsprovideorganizationalnetworkmappingtools,Krebs&Associateshaspioneeredtheapplicationofmetricstoorganizationalnetworkmapping.
ThoughnotspecicallyendorsingKrebs&Associates'swork,theCouncilnonethelessthanksthestaffofKrebs&AssociatesforitsextensiveassistanceinthepreparationofthistacticandforhelpingtheCounciltounderstandnetworksandcommunitiesofknowledge.
Membersinterestedinadditionalinformationonthetechniquesdescribedhereinareinvitedtocontact:ValdisKrebsPresidentorgnet.
comCleveland,OH44145(440)331-1222valdis@orgnet.
com410ManagingCoreCompetenciesoftheOrganizationCopyright1996,TheAdvisoryBoardCompany.
Allrightsreserved.
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