In the 21st Century, our connected economy dictates that we eliminate silos and establish a connected way of working. This can be achieved by unleashing the power of human networks. Through the use of social network analysis (SNA), we provide a targeted approach to identifying the informal organizational networks that are emerging within your formal organizational structure, improving your organization’s connectivity and enhancing opportunities for productive collaboration.

SNA maps and measures the relationships and flows between people and groups, their network location and their relational power in the network.

How can this help you?

These maps and measures help to inform management decision making by giving insights into relational levers that can drive performance – who are the connectors, mavens, mentors, leaders, brokers, innovators? Who is isolated or excluded? Who is part of a group or clique? Where is trust most evident? Who is in the core of the network? Where is collaboration occurring? Where are the communities of practice?

By understanding and catalyzing connections, we can guide alignments, integration efforts, large scale change, innovation, leadership development, teamwork and collaboration in targeted, focused ways. Influencing a few well connected players can often yield better results than trying to access senior leadership or random people in the network.

Typical Business Results of SNA

Organizations have used SNA successfully to influence the following business outcomes, among others:

• Acceleration of new product development and commercialization
• Increase in leadership productivity, promotions, and retention
• Increase in gender diversity, employee engagement, and retention
• Improved functionality and performance of global project management teams
• Better informed succession planning systems