Download - Leveraging Networks May2013 for Skanska
Leveraging Networks for Leveraging Networks for Improved PerformanceImproved Performance
Dr. Robin Teigland, akaDr. Robin Teigland, akaKarinda Rhode in SL
Stockholm School of EconomicsStockholm School of Economicswww.knowledgenetworking.orgwww.knowledgenetworking.org
www.slideshare.net/eteiglandwww.slideshare.net/eteigland
RobinTeiglandRobinTeigland May 2013May 2013www.hhs.sewww.hhs.se
Who am I? (LinkedIn Inmaps)Who am I? (LinkedIn Inmaps)
22
SSE
IFL
Swedish
Industry
Research Wharton
Stanford
Tieto
McKinsey
TodayToday’’s discussions discussion
Background Background
Organizational network analysisOrganizational network analysis
Personal network analysisPersonal network analysis
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Everyone is talking about networksEveryone is talking about networks
National Innovation Networks
FormalNetworks
Entrepreneurial Networks
Facebook. LinkedIn, Twitter Regional
Networks
Infrastructure Networks
Social Networks
FAS.research
ElectronicNetworks
InformalNetworks
Networksof Practice Networked
organization
What is a network?What is a network?
A set of actors connected by tiesA set of actors connected by ties
•Ties/LinksTies/Links−Knowledge, trust, Knowledge, trust, team, sit by, dislike, team, sit by, dislike, etc.etc.−Alliance, customer, Alliance, customer, investment, etc.investment, etc.
Tie
•Actors/NodesActors/Nodes−IndividualsIndividuals−Teams, Teams, organizations, etc.organizations, etc.
Actor
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Social network analysis has a long history Social network analysis has a long history and is based on matrix algebra and graph and is based on matrix algebra and graph
theorytheory
66
http://en.wikipedia.org/wiki/Social_network
Hidden influence of social networksHidden influence of social networks
77http://www.ted.com/talks/lang/en/nicholas_christakis_the_hidden_influence_of_social_networks.html
Happy peopleIn between peopleUnhappy people
Christakis & Fowler, 2011
””No one knows everything, No one knows everything,
everyone knows something, everyone knows something, all knowledge resides in all knowledge resides in
humanity.”humanity.”networksnetworks
Adapted from Lévy 1997
Six degrees Six degrees of separationof separation
- Milgram, - Milgram, 19671967
TodayToday’’s discussions discussion
Background Background
Organizational network analysisOrganizational network analysis
Personal network analysisPersonal network analysis
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Uncovering networks in an organizationUncovering networks in an organization
Formal organization Informal organization
Teigland et al. 2005
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Myths about networksMyths about networks
I already know what is going on in my I already know what is going on in my network. network.
We can’t do much to help informal We can’t do much to help informal networks.networks.
To build networks, you have to To build networks, you have to communicate more.communicate more.
Adapted from Cross et al. 2002
What do you notice about the informal What do you notice about the informal network? network?
1212Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis
Central connectors within one locationCentral connectors within one location
Bottleneck
Teigland 1998
Surprise!!
Stockholm
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With which colleagues do you discuss everyday technical issues / work-related problems at least once a week?
Schenkel & Teigland 2011
Red=MaleBlue=Female
=Left org
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With which colleagues do you discuss exciting new ideas and better ways of getting things done?
Schenkel & Teigland 2011
Red=MaleBlue=Female
=Left org
”Birds of a feather flock together”“Lika barn leka bäst”
People find similar people attractive and develop relations with people like themselves
Our networks tend to be homogeneous and not heterogeneous
Marsden 1987, Burt 1990Marsden 1987, Burt 1990 1717
Stockholm
London
Brussels
HelsinkiMadrid
Copenhagen
Boundary spanners between locationsBoundary spanners between locations
Transferred from
Stockholm
Teigland 1998
San Francisco
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1919
Proximal collaborationProximal collaboration
When people are more than 50 When people are more than 50 feet apart, the likelihood of feet apart, the likelihood of
them collaborating more than them collaborating more than once a week is less than once a week is less than
10%.10%.- Allen 1984
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What is the relationship What is the relationship between networks and between networks and
performance?performance?
2323
BA
Two individuals with the same number of Two individuals with the same number of contacts…contacts…
……but with very different access to resourcesbut with very different access to resources
BA
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Network structure affects performance Network structure affects performance
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Division 1Division 1 Division 2Division 2
Improved efficiency over time
Stagnant performance over
timeSchenkel & Teigland 2008Schenkel & Teigland 2008
Two divisions within Sundlink (Öresund Two divisions within Sundlink (Öresund Bridge)Bridge)
2828
““ManagingManaging”” networks in your organization networks in your organization
Before After
Anklam & Welch 2005
1. Uncover networks
2. Analyze networks
3. Improve connectedness
Informal networks in your organization Informal networks in your organization
Reflect on your organization Reflect on your organization −What informal network would you like to learn more What informal network would you like to learn more
about?about?
What do you think this informal network looks like?What do you think this informal network looks like?−Overarching structure?Overarching structure?−Key players: Central connectors, boundary spanners, Key players: Central connectors, boundary spanners,
peripheral players?peripheral players?
What do you think needs to be done to improve What do you think needs to be done to improve performance, e.g., knowledge flows?performance, e.g., knowledge flows?−How would you like to do this?How would you like to do this?
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Conduct your own ONAConduct your own ONA
1.1. Uncover strategically important networksUncover strategically important networks− Where is collaboration generally poor? Where is collaboration generally poor?
Across Across functional, physical, hierarchical, organizational lines?functional, physical, hierarchical, organizational lines?
− What relationships would you like to uncover?What relationships would you like to uncover? Information flow, knowledge sharing, trust, decision-making?Information flow, knowledge sharing, trust, decision-making?
2.2. Collect and analyze dataCollect and analyze data− How would you like to collect data?How would you like to collect data?
E.g., email, survey, interview, observationE.g., email, survey, interview, observation
− How often do you plan to collect data?How often do you plan to collect data?
3.3. Improve connectednessImprove connectedness− How would you like to provide feedback to the How would you like to provide feedback to the
organization?organization?3131Cross, Introduction to organizational network analysisCross, Introduction to organizational network analysis
Some questions to askSome questions to ask
CommunicationCommunication: How often do you talk with : How often do you talk with the following people regarding (topic x)?the following people regarding (topic x)?
InformationInformation: Who do you typically seek work-: Who do you typically seek work-related information from?related information from?
Problem-solvingProblem-solving: Who do you typically turn to : Who do you typically turn to for help in thinking through a new or for help in thinking through a new or challenging problem?challenging problem?
KnowKnow: How well do you understand this person: How well do you understand this person’’s knowledge and skills?s knowledge and skills?
AccessAccess: Who is generally accessible to you : Who is generally accessible to you within a sufficient amount of time to help within a sufficient amount of time to help solve a problem?solve a problem?
3232Cross et al 2002Cross et al 2002
Analyze and visualize dataAnalyze and visualize data
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http://en.wikipedia.org/wiki/Social_network_analysis_software18
Analyze and visualize dataAnalyze and visualize data
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NodeXL: http://nodexl.codeplex.com/ http://en.wikipedia.org/wiki/Social_network_analysis_software18
Knowledge sharing across client teamsKnowledge sharing across client teams
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Actions
•Identifying overly connected people
•Bridging invisible network silos
•Creating awareness of expertise distributed in the network
•Identifying and drawing in peripheral network members
U.S.
Brazil
Angola
Saudi Arabia
Canada
U.K.
Nigeria
U.S.Gulf ofMexico
Brazil
AngolaUK
Canada
Saudi Arabia
Nigeria
U.S.
Brazil
Angola
Saudi Arabia
Canada
U.K.
Nigeria
U.S.Gulf ofMexico
Brazil
AngolaUK
Canada
Saudi Arabia
Nigeria
U.S.
Brazil
Angola
Saudi Arabia
Canada
U.K.
Nigeria
U.S.
Brazil
Angola
Saudi Arabia
Canada
U.K.
Nigeria
U.S.Gulf ofMexico
Brazil
AngolaUK
Canada
Saudi Arabia
Nigeria
Obtaining benefits of scale and lateral coordination Obtaining benefits of scale and lateral coordination through communitiesthrough communities
Gulf ofMexico
Brazil
Angola
UK
Canada
Saudi Arabia
Nigeria
Gulf ofMexico
Brazil
Angola
UK
Canada
Saudi Arabia
NigeriaBusiness results
•Lowered customer dissatisfaction by 24%•Reduced cost of poor quality by 66%
•Increased new product revenue by 22%•Improved operational productivity by
more than 10%
ONA results•Cohesion – average # steps for each person to get to another – improved
by 25%Cross 2010Cross 2010
Informal networks in your organization Informal networks in your organization
Reflect on your organization Reflect on your organization −What informal network would you like to learn more What informal network would you like to learn more
about?about?
What do you think this informal network looks like?What do you think this informal network looks like?−Overarching structure?Overarching structure?−Key players: Central connectors, boundary spanners, Key players: Central connectors, boundary spanners,
peripheral players?peripheral players?
What do you think needs to be done to improve What do you think needs to be done to improve performance, e.g., knowledge flows?performance, e.g., knowledge flows?−How would you like to do this?How would you like to do this?
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Myths and reality checksMyths and reality checks
I already know what is going on in my network. Those who think they know their network the
best are usually the ones who know the least.
We can’t do much to help informal networks. Informal networks can be “managed”
through changing the organizational context.
To build networks, you have to communicate more.
Networks can be strategically developed.Adapted from Cross et al. 2002
3939http://nodexl.codeplex.com/
Importing Email to NodeXLImporting Email to NodeXL
4040http://www.slideshare.net/Marc_A_Smith/analyzing-social-media-networks-with-nodexl-chapter-08-images
Help with NodeXLHelp with NodeXL
Analyzing Social Media Networks with Analyzing Social Media Networks with NodeXL: Insights from a Connected WorldNodeXL: Insights from a Connected World− Book: http://www.amazon.com/gp/product/0123822297?Book: http://www.amazon.com/gp/product/0123822297?
ie=utf8&tag=conneactio-ie=utf8&tag=conneactio-20&linkcode=as2&camp=1789&creative=390957&creative20&linkcode=as2&camp=1789&creative=390957&creativeasin=0123822297 asin=0123822297
Online: http://nodexl.codeplex.com/wikipage?Online: http://nodexl.codeplex.com/wikipage?title=NodeXL%20Teaching%20Resourcestitle=NodeXL%20Teaching%20Resources−Slides: http://www.slideshare.net/Marc_A_SmithSlides: http://www.slideshare.net/Marc_A_Smith
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TodayToday’’s discussions discussion
Background Background
Organizational network analysisOrganizational network analysis
Personal network analysisPersonal network analysis
4242
4343
So, what does this mean for you?
An actor’s position in a social network, i.e., social capital, determines in part the actor’s opportunities and constraints
Casper & Murray 2002Casper & Murray 2002
German biotech scientist
s
Bridging unconnected groups brings Bridging unconnected groups brings advantagesadvantages
•More rapid promotions•Greater career mobility
•Higher salaries•More adaptable to changing environments
Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & BenassiBrass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi 4444
Avoid creating insular networksAvoid creating insular networks
http://www.enronexplorer.com/focus/19185#http://www.enronexplorer.com/focus/19185# 4545
Develop three forms of networkingDevelop three forms of networking
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OperationalOperational PersonalPersonal StrategicStrategic
Purpose Getting work done efficiently
Enhancing personal and professional development
Developing and achieving future priorities
Members Mostly internal contacts and focused on current demands
Mostly external contacts and focused on current and future interests
Both internal and external contacts and focused on future
Network attributes
Depth through building strong working relationships
Breadth through reaching out to contacts who can refer you to others
Leverage through creating inside-outside links
Ibarra & Hunter, HBR Jan 2007Ibarra & Hunter, HBR Jan 2007
Build relationships with people Build relationships with people at all hierarchical levelsat all hierarchical levels
Look for complementary Look for complementary skills while maintaining a skills while maintaining a
balance!balance!
Cross, Parise, & Weiss 2006Cross, Parise, & Weiss 2006
Higher: Help with making decisions, Higher: Help with making decisions, acquiring resources, developing acquiring resources, developing political awareness, explaining political awareness, explaining organizational activities beyond organizational activities beyond
local settinglocal setting
Equal: Help brainstorm and provide Equal: Help brainstorm and provide specific help, support, and needed specific help, support, and needed
information information
Lower: Provide best sources of Lower: Provide best sources of technical information and expertisetechnical information and expertise
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Tools to analyze one’s networksTools to analyze one’s networks
FacebookFacebook−TouchGraph Facebook Browser TouchGraph Facebook Browser
http://www.touchgraph.com/facebookhttp://www.touchgraph.com/facebook
LinkedInLinkedIn−http://inmaps.linkedinlabs.com/http://inmaps.linkedinlabs.com/
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Analyze your networksAnalyze your networks
http://inmaps.linkedinlabs.com/network
Leadership moving forward……Leadership moving forward……
HierarchyHierarchyLinear, static, process-Linear, static, process-
based organizationbased organization
HierarchyHierarchyLinear, static, process-Linear, static, process-
based organizationbased organization
HeterarchyHeterarchyDynamic, integrated Dynamic, integrated
collaboration networks collaboration networks
HeterarchyHeterarchyDynamic, integrated Dynamic, integrated
collaboration networks collaboration networks
Teigland 2010
Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin [email protected]@hhs.se
www.knowledgenetworking.owww.knowledgenetworking.orgrg
www.slideshare.net/www.slideshare.net/eteiglandeteigland
www.nordicworlds.net www.nordicworlds.net RobinTeiglandRobinTeigland
Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin [email protected]@hhs.se
www.knowledgenetworking.owww.knowledgenetworking.orgrg
www.slideshare.net/www.slideshare.net/eteiglandeteigland
www.nordicworlds.net www.nordicworlds.net RobinTeiglandRobinTeigland
Photo: Lindholm, Metro
Photo: Nordenskiöld
Photo: Lindqvist
If you love knowledge, set it
free…