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Rob Cross [RLC Absent] University of Virginia WoSCR Expertise Mapping

Rob Cross [RLC Absent] University of Virginia WoSCR Expertise Mapping The Hidden Power of Social Networks. Getting things done often depends less on formal structure than on an informal network of colleagues. Informal Structure. Exploration & Production. Senior Vice President. Mares.

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Rob Cross [RLC Absent] University of Virginia WoSCR Expertise Mapping

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  1. Rob Cross [RLC Absent] University of Virginia WoSCR Expertise Mapping The Hidden Power of Social Networks

  2. Getting things done often depends less on formal structure than on an informal network of colleagues. Informal Structure Exploration & Production Senior Vice President Mares Exploration Drilling Production Avery McWatters Milavec Ramirez Production Reservoir Geology Petrophysical Hussan Hopper Dhillon Crossley Sutherland Waring Smith Myers Cordoza Keller Angelo Klimchuck Mitchell Schultz Zaheer Formal Structure

  3. Lack of Integration Undercuts Strategy • Central Connectors: • Influence information the network acts on • Can be key sources of expertise or bottlenecks • Critical people for change or succession planning • Brokers/Boundary Spanners: • Enable cross-group coordination and innovation • A role too often only leaders occupy • Have relations associated with high performance • Sub-Group Connectivity: • Comparing connectivity within groups helps identify best practices • Assessing Connectivity between groups helps identify fragmentation points undermining strategy execution • Peripheral Players: • Entry points for new information • Reflect untapped Expertise (e.g., SME) • Are often at risk (Sometime this is fine) • Have no career path

  4. Revealing Network Insights Connectivity falls without four site leaders Overall leader’s network biased decision-making and learning

  5. U.K. U.K. U.K. U.K. UK UK UK Angola Angola Angola Angola Angola Angola Angola Nigeria Nigeria Nigeria Brazil Brazil Brazil Brazil Brazil Brazil Brazil Nigeria Nigeria Nigeria Nigeria Canada Canada Canada Canada Canada Canada Canada Saudi Saudi Saudi Saudi U.S. U.S. U.S. Gulf of Gulf of Gulf of U.S. U.S. U.S. U.S. Arabia Arabia Arabia Arabia Mexico Mexico Mexico Saudi Arabia Saudi Arabia Saudi Arabia Pre and Post Change Assessment(Completions at Halliburton) • Representative Issues • Identifying overly connected people • Bridging invisible network silos • Creating awareness of expertise distributed in the network • Identifying and drawing in peripheral network members • Business 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%

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