Prediction: Organizational network analysis will expand from examining current networks to architecting new ones

Posted by Tim Davis, Janet Clarey, and Jeff Mike on December 9, 2019.

Gone are the old “predict-and-control” models of organizational leadership and people management—relics of a time when hierarchy reigned supreme and five-year plans rarely changed. New paradigms such as business ecosystems1 and agile teams are emerging to offer exciting opportunities to spark innovation and growth—but they can also bring paralyzing complexity. For example, while 53 percent of companies with cross-functional teams reported an increase in organizational performance, only 6 percent rated themselves as very effective in managing those teams.2
Continue reading “Prediction: Organizational network analysis will expand from examining current networks to architecting new ones”

Prediction: People analytics will augment the workforce and the workplace

Posted by Kathi Enderes on December 4, 2018.

Ninety percent of the data in the world has been created within the last two years alone, and the continued emergence of new technologies will likely increase that rate even more. HR leaders have been attempting for years to use people analytics to turn this vast amount of data into actionable insights, but many still struggle with how and where to apply people analytics to maximize the return on investment. In the coming year, more and more organizations will start to apply people analytics in a new way, with a direct focus on the individual, rather than through HR or leaders—a bottom-up approach, as opposed to just top-down.

Continue reading “Prediction: People analytics will augment the workforce and the workplace”

Prediction: Data will reveal relationships that ignite productivity

Posted by Timothy Davis and Jeff Mike on November 30, 2018.

Last year we noted that organizations were in the early stages of adopting Organizational Network Analysis (ONA) tools to measure followership and mentorship, as well as help leaders understand how teams and the company as a whole communicates.1 In 2019 we will see organizations transforming through the use of ONA, revealing the informal linkages that show how work actually gets done.

Continue reading “Prediction: Data will reveal relationships that ignite productivity”

Putting big data to work

Organizational Network Analysis helps reveal insights “hiding in plain sight” in untapped email data

Posted by Greg Szwartz and Nikola Andric on November 13, 2018.

We recently had the opportunity to work with a leading global Life Sciences company to leverage some of its “dark” email-based metadata. This is data that companies generally don’t tap into, let alone turn into valuable information. What we found yielded surprising insights into how the organization and its people work and interact. This knowledge can now be applied to fuel an insights-driven High-Impact HR operating model—with a more systematic and quantified perspective on ways to boost new employee success, reduce turnover, and lift the overall productivity of the entire organization. Here’s how it happened.

Continue reading “Putting big data to work”

Embedding digital DNA in your organization: Think “rewire” instead of “redesign”

Embedding digital DNA in your organization: Think “rewire” instead of “redesign”
Posted by Garth Andrus, Don Miller, and Maya Bodan on December 06, 2016.

Digital capabilities in companies are widespread according to the fifth annual research study by MIT Sloan Management Review and Deloitte, with more than two-thirds (68 percent) of respondents having moved beyond the early stages of digital maturity. This seems prudent, as nearly 90 percent of the executives surveyed believe their industry will be disrupted by digital technologies. Still, less than half (44 percent) believe they are adequately preparing for that disruption. A common practice has been to wade into the digital waters by setting up digital capabilities in pockets of the organization. The challenge comes when trying to integrate these pockets into the wider legacy organization. Interactions between the two are often inconsistent and stifle the digital organization, preventing it from being as effective as it could be. But by rewiring the organization—rather than wholesale redesigning it—these digital subgroups can not only become an integral part of the company but also more effective in their own right.

Continue reading “Embedding digital DNA in your organization: Think “rewire” instead of “redesign””