Organization Network Analysis

Organization Network Analysis (ONA) provides a unique perspective into the culture and performance of businesses, as outcome of the formal and informal interactions between employees and diverse stakeholders. It helps to identify the change agents, clusters, and structures in the network of relationships that influence behaviors in organizations. Use Datamuse-ONA to visualize and understand the leverages and impediments in your change programs.

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Change management

Develop strategies to leverage networks around specific change contexts. By understanding the structure, formal and informal connections, and key influencers in the network, managers are able to target interventions effectively.

  • Introductory session to define the change context in terms of social networks
  • Qualitative and quantitative surveys with relevant parts of the organization
  • Strategy recommendations

When is it useful?

  • -Ideal for navigating cultural change, adoption of new processes, agile and scrum teams.

Leadership coaching

Managers learn to develop their networking competencies as a leadership trait. Explore the dynamics of relationships and develop strategies to foster organization networks that improve performance. The session offers perspectives of how relationships shape behavior of co-workers, customers and partners.

  • Explore the networks managers are embedded into
  • Identify the strengths, gaps, unused opportunities, missing links, impediments in the network
  • Systematically use networks to improve performance
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When is it useful?

  • -Executives and managers who are leading teams involving collaboration with diverse stakeholders within and outside the organization
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Network metrics

Systematic development of key indicators of network development -

  • Collaboration: The intensity of interactions in the organization - Is the network sparse, clustered (silos), or dense?
  • Agility: Is the network able to self organize in disruptions or is it protocol/authority driven?
  • Resilience: Are key people in the network effectively engaged? Or the organization is susceptible to employees leaving the organization with mission critical knowledge?
  • Empowerment: How accessible is the network to enable advocating for ideas and initiatives from different parts of the organization. Or is it a top down command driven?
  • Diversity: Does the network enable diverse perspectives and flow of information? Or people tend to cluster around similar views and attributes?

When is it useful?

  • -recurring problems of employee burnout, attrition, and lower level of engagement
  • -need to pivot to higher goals of consistent innovation, productivity, sustainability
  • -designing leadership development programs, manage potential conflict situations