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Enterprise Social Network Analytics

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An overview of how social network analytics can measure organisational performance at the enterprise, department/group/community or individual level.

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Enterprise Social Network Analytics

  1. 1. 1 Organisational Performance and Enterprise Social Network Analytics - Connecting ‘social’ to ‘business’ Optimice
  2. 2. 2 Social Analytics linked to Organisational Performance • We provide social network analytics targeting organisational performance at the Enterprise, Department/Community and Individual levels Social Network Analytics Enterprise ‘Group’ / Department Individual Analytics provides insights into: Targeting these audiences: ESS Platform InnovationEffectiveness Efficiency Interaction data
  3. 3. 3 Social Network Analytics and Organisational Performance • Our social network analytics are aimed at the three key drivers of organisational performance: Effectiveness, Efficiency and Innovation Organisational Performance Enterprise Group/Department Individual Effectiveness (Capability/Alignmen t) • Density of relationships within a ‘group' • Key Player Index Efficiency (Trust) • Trust Index - Reciprocated (two-way) connections • Collaboration between BUs Innovation • List of people who have the potential to create break-through innovation (weak ties ) • Brokers between structure
  4. 4. 4 Example Outputs - Efficiency Trust Index Collaboration Matrix Collaboration Map
  5. 5. 5 Analytics assessing Efficiency Metric Measure Business Impact Trust Index % of connections that are reciprocated The higher the trust index, the more cohesive and therefore efficient value flows between roles in a value chain. Cross-unit collaboration Density of connection within and between departments Provides a comparison of actual collaboration patterns with the designed value chain for the business. Misalignments flag inefficiencies.
  6. 6. 6 Example outputs - Effectiveness Key Player Index Brokerage / Succession Chart Collaboration LeaguesTable
  7. 7. 7 Analytics assessing Effectiveness Metric Measure Business Impact Key Player Index Identifies the % of participants that represent 50% all connections The lower the key player index the more at risk the organisation is to an over-reliance on a critical few Succession Risk (Broker profile) For identified ‘key players’, measures the number of staff who share the same connections or not (organisational redundancy) Poor redundancy of connections around key players identifies how difficult it would be to replace a key player with effective successors. Identifies opportunities to broker connections. Capability Index Density of connections within core capability communities Density of connections indicate strong knowledge sharing and a deepening of expertise and capability
  8. 8. 8 Example Outputs - Innovation • Diversity of relationships (I know people in many different places) • Density/cohesion of relationships (we all know each other) Density/Cohesion Diversity High High Low Best when applied to an ideas campaign
  9. 9. 9 Analytics assessing Innovation Metric Measure Business Impact Audience Loosely Connected Ideation Clusters Measures the diversity and connectedness of participants in discussion threads A healthy ideation community will have a diversity of discussion thread participants that are loosely connected. Department/Commu nity Innovation Catalysts / Connectors Number of key brokers connecting Ideation clusters with exploitation teams If missing the connector/engager role players, organisations will find that ideas will stall and staff will become disenchanted in the innovation process. Enterprise Densely Connected Exploitation Networks Number of collaboration clusters that meet a threshold for reciprocity and density indicative of effective exploitation Effective exploitation requires a density of connections usually focused within a single business unit. Low density, low trust networks are indicative of poor exploitation performance. Department/Commu nity
  10. 10. 10 Social Analytics at the Individual Level Metric Measure Business Impact Network diversity and cohesion Shows the diversity and connectedness of participants an individual’s network Track the extent to each users’ own network. Creates awareness of strengths and weaknesses (e.g. only interacts with people in own region, or department). Use for personal development and career planning. ConnectionArchetype Measures how many connections are from outside the individual’s own department Compares individual with colleagues to show degree to which the person is interacting with people outside of own department and/or location. Creates more awareness of one’s diversity of connections. Use for personal development and career planning. Brokerage Chart Measures the number of staff who are connected with the same people. Tracks how ‘unique’ an individual’s network is. If you have relationships that few other people have you are in a position to connect people. Use for personal development and career planning.
  11. 11. 11 Example outputs - Individual level Individual Network Map ConnectionArchetypes – Individual Highlighted Brokerage/Succession Chart
  12. 12. 12 Why Personal Social Network Analytics? • Empowers the individual in building an effective workplace network. • Creates self motivation for developing effective collaborativebehaviours. • Data driven and private to the individual; minimizing the need for manager oversight. • Reduces the time and effort that line managers need to expend on co- ordination. "An empowered organization is one in which individuals have the knowledge, skill, desire, and opportunity to personally succeed in a way that leads to collective organizational success.” Stephen Covey
  13. 13. 13 Making use of personal network analytics 1. Review personal analytics 2. Self reflection 3. Coaching (optional) 4.Taking action
  14. 14. 14 Optimice +61 (0) 2 8002 0035