organizational x-ray: two ona case studies in the italian public sector
DESCRIPTION
"Circuits of Profits" Conference, Budapest, 4.6.2011TRANSCRIPT
Organizational X-Ray
Two ONA case studies in the Italian Public Sector Budapest, 4.6.2011
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 1)
Agenda
• Overview & Methodology
• Key findings
• Next steps
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 2)
Two case studies in the Italian Public Sector
Region: Lombardy Unit: OPPSI (HR+IT+Procurement)
Size: 243 people Resp. rate: 66%
Region: Emilia-Romagna Unit: Internal Communication
Size: 157 people Resp. rate: 69%
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 3)
The different levels of the organizational analysis
Business Process
Network analysis
Business process mapping
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 4)
The different levels of the organizational analysis
1 Measuring knowledge, capacity, attitude of the individual
2 Interactions and knowledge exchange between people
3 Organizational performance
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 5)
Project structure
Design
Project kick-off
ONA focus definition
Survey technical setup
Survey pilot & fine-tuning
2-3 weeks
Survey
Communication plan
Survey launch (+recalls)
Survey completion update
3 weeks
Analysis
Data normalization
Quantitative analysis (demographics,
metrics, ...)
Sociographs
1-2 weeks
Validation & close-out
Validation report
Validation workshop
Project close out
2-4 weeks
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 7)
Agenda
• Overview & Methodology
• Key findings
• Next steps
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 8)
Energy Company Health Agency Professional Network
Government Regulator
IT Service Provider
Transport Operations
1011
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Transport Planning
Benchmark of the structure of the Network
Water Utility
Capabilities Interaction Org. performance
Lombardy Emilia Romagna
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 9)
Contractors are central in the daily interaction and problem solving network
Density (0-1)
Ties Average distance
Compactness
0.0993 3195 2.670 0.269
Density (0-1) Ties Average distance
Compactness
0.0326 974 4.132 0.104
Daily interaction
Problem solving
Capabilities Interaction Org. performance
Lom
bard
y
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 10)
Structural holes in the Innovation Network
Density (0-1)
Ties Average distance
Compactness
0.0199 539 3.750 0.034
Capacbilities Interaction Org. performance
Lom
bard
y
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 11)
Tenure seems to be the critical factor in innovation
Innovation
More Time
Problem solving
Interactions
Capabilities Interaction Org. performance
Lom
bard
y
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 13)
Exchange Analysis: identify potential Demand vs Supply gaps
A B
“A” nominates “B”, who provides A with critical information
“A” creates a demand for value on “B”
“B” supplies value to “A”
Demand Supply
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 15)
Supply/Demand – Problem Solving (internal) Capabilities Interaction Org. performance
Lom
bard
y
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 16)
Share of Interactions – Problem Solving (internal)
G-1
liv
- O
rganiz
zazio
ne P
ers
onale
G-1
liv
- P
atr
imonio
e A
cquis
ti
G-1
liv
- S
iste
mi in
form
ativi e IC
T
G-1
liv
- S
taff D
irettore
G-A
cquis
ti c
ontr
atti e p
atr
imonio
G-G
estione d
el S
iste
ma Info
rmativo R
egio
nale
G-O
rganiz
zazio
ne, S
vilu
ppo e
Form
azio
ne
G-P
olit
iche d
el pers
onale
...
G-S
erv
izi alla
pers
ona e
pro
tocollo
G-S
icure
zza e
serv
izi in
tern
i
G-1 liv - Organizzazione Personale 58% 1% 1% 2% 1% 4% 22% 5% 1% 6%
G-1 liv - Patrimonio e Acquisti 0% 41% 0% 8% 19% 5% 0% 0% 3% 24%
G-1 liv - Sistemi informativi e ICT 0% 0% 58% 13% 0% 15% 1% 1% 7% 3%
G-1 liv - Staff Direttore 14% 5% 14% 17% 4% 4% 19% 7% 5% 12%
G-Acquisti contratti e patrimonio 0% 16% 0% 0% 70% 8% 0% 0% 0% 5%
G-Gestione del Sistema Informativo Regionale 2% 0% 21% 0% 0% 39% 9% 4% 4% 23%
G-Organizzazione, Sviluppo e Formazione 17% 0% 2% 1% 0% 5% 69% 2% 2% 3%
G-Politiche del personale - Rapporti con il sistema - Disciplina e contenzioso8% 1% 5% 1% 1% 1% 4% 76% 3% 0%
G-Servizi alla persona e protocollo 9% 0% 6% 1% 0% 5% 6% 8% 57% 8%
G-Sicurezza e servizi interni 5% 9% 3% 3% 4% 4% 5% 3% 5% 60%
This unit is demanding to ->
<- T
his
unit
is s
uppl
ying
to
Capabilities Interaction Org. performance
Lom
bard
y
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 17)
Key roles identification (top 30)
Who keeps things going?
Where the action is
Who affects activity flow?
Who affects activity flow?
Go-to people
Problem spotters
Who affects knowledge flow?
Who affects knowledge flow?
Innovators
Explorers
Who could affect innovation flow?
Who could affect innovation flow?
District’s ”most wanted”
Who needs more info?
Who could affect activity flow?
Who could affect activity flow?
Leader Follower Broker Bridge
Daily interaction
Problem solving
Collaboration potential
Innovation
Capabilities Interaction Org. performance
Emili
a R
omag
na
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 18)
Searching for outliers...
INTERACTION
0 5 15 25 35
0.85 0.76
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PROBLEM.SOLVING 0.74 0.84
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MORE.TIME
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INNOVATION
Capabilities Interaction Org. performance
Lom
bard
y
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 19)
An overview of the 4 networks
INTERACTION
PROBLEM
.SOLVING
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Capabilities Interaction Org. performance
Lom
bard
y
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 20)
Innovative problem solvers...do they exist?
PROBLEM.SOLVING
INNOVATION
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Capabilities Interaction Org. performance
Lom
bard
y
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 21)
Bottlenecks, bottlenecks, bottlenecks!!
INTERACTION
MO
RE
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! Organizzazione Personale
! Patrimonio e Acquisti
! Sistemi informativi e ICT
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Capabilities Interaction Org. performance
Lom
bard
y
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 22)
Benchmark – HR Manager first line managers
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MORSETTI ALBANI
ALFONSI
BUONGIORNO
GASPARRI CAIANIELLO
PIANTONI
LO PRESTI
PELLICCIOTTA ANGELINI
MORSETTI
ALBANI
ALFONSI
BUONGIORNO
GASPARRI
CAIANIELLO
PIANTONI
LO PRESTI
PELLICCIOTTA ANGELINI
MORSETTI
ALBANI
ALFONSI
BUONGIORNO
GASPARRI
CAIANIELLO
PIANTONI
LO PRESTI
PELLICCIOTTA ANGELINI
Nomination Problem Solving N
omin
atio
n In
tera
ctio
n
Nomination Problem Solving
Nom
inat
ion
Mor
e Tim
e
Nomination Interaction
Nom
inat
ion
Mor
e Tim
e
Capabilities Interaction Org. performance
Emili
a R
omag
na
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 23)
“Known” interactions supported by IT applications
Capabilities Interaction Org. performance To what degree is IT supporting business operations?
Emili
a R
omag
na
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 24)
“Known” interactions supported by some IT applications
TO-BE IT support
Capabilities Interaction Org. performance To what degree is IT supporting business operations?
Emili
a R
omag
na
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 25)
Agenda
• Overview & Methodology
• Key findings
• Next steps
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 26)
Next steps & conclusions
• Specific change management activities, based on real collaboration dynamics (particularly on the interaction with external units)
• Talent management and emerging opinion leaders
• Replacement/retirement simulation of key-resorces
• Bottleneck analysis: identification of individuals/units with low accessibility / exceeding workload
• Evaluation on how innovative ideas are born and propagate through an organization
• Detection of the “Daily Interaction” network and the “Problem Solving” network
• Identification of emerging opinion leaders and distinguished junior
• Highlighted improvement areas: weak integration among some departments
• IT roadmap for new applications that will support current “informal” processes
Lombardy Emilia Romagna
Open Knowledge srl – Organizational X-Ray: two ONA case studies 06/2011 (p. 27)
Open Knowledge
Our mission Bringing the enterprise 2.0 paradigm and technologies inside the organization to accelerate performance Improving the business potential by nurturing employee participation, customer engagement, open innovation