Question

Organizational network analysis (ONA) Business cases, metrics, KPIs: what's the value to support digital transformation?

ideas of questions:

what we are talking about?

why that is important?

how we can use it? (digital tools)

No limit words

Answer 1

EXPLANATION:

The quantitative approach for modeling and evaluating how interactions, information, decisions and resources flow through an entity is the organisation. Organisational network analysis (ONA). This is used in a variety of fields including business management and the social and behavioral sciences. To evaluate information, ONA uses software to collect data from sources such as surveys, which may help practitioners understand better the relationship that affects the performance of individuals and groups.

Basics of organizational network analysis

According to the Consultative firm Deloitte one of the key proponents of ONA, ONA relies heavily on the diagrams depicting people and groups (nodes) which play a critical role in providing knowledge, ideas or decisions and the connections between them. The core nodes are people who seem to know everyone, who keep up-to-date with important news and know a great deal. You can be in a hierarchy everywhere. In comparison, intelligence brokers promote the exchange of information across bridges. Peripheral nodes are profile-low people whose links to the company are weak or null.

The research contributes to measures to determine the complexity and stability of the network. The "interval" tests the degree of the interaction of a node with other nodes. A greater number can suggest a functioning network, but can also warn of a potential bottleneck. Another metric, network density, measures the percentage of the connections between all nodes with the total number possible. The metric of centrality uses interscores to assess, inter alia, whether the network is too centralized.

The analysis can draw additional conclusions. For instance, knowledge brokers also have important links with external information and skills which may not be used if the broker has strong internal links. Peripheral nodes risk quitting the organization, which may distract from the high value of their skills. ONA's findings also show that individuals with formal authority and titles are not the organization's true leaders. For example, it can speed up the buying-in and implementation of a new initiative to recognize leaders.

Applications of ONA

Organizational network analysis has many uses in the field of talent management and is considered a subdiscipline of personal analysis by some experts. Companies may, for example, use it to detect exclusionary patterns which may signify prejudice or bias. We will also evaluate prospective job applicants 'power and networking skills, which some reports say are the predictors of career performance and which can help the recruiting organisation. ONA will also aid in recognizing internal career opening and recruitment applicants.

Workforce preparation is another talent management feature which ONA can take advantage of. Managers can use the analysis to assess where to move people so that they operate with fewer resources more effectively. ONAs can help decide where and how the work is carried out and can affect decisions regarding the recruitment, advancement and creation of workers.

Through evaluating contact patterns and providing input tools that tests the employee's feeling, ONA may help to enhance employee engagement. The technology can also potentially identify areas of exceptionally high tension in an enterprise, which may, in effect, reveal fraud or other inappropriate behaviour. Companies considering reorganizing business divisions should use network analysis in an organizational sense before they make decisions and create a structured organ map.

ONA may find people with different titles during mergers and acquisitions that have similar roles that may become redundant to take on roles which add value. Some ONA proponents maintain that it is important to ensure that more and more de-centralized and less hierarchical organisations. For example, ONA should confirm the sharing of information by teams and the maintenance of appropriate communication and reporting.

ONA can also support businesses with worldwide teams and offices to distribute knowledge, such as schemes and data engineering, by recognizing informal networks that span formal departments and product lines. According to ONA supporters, some businesses have reduced project time and increased profits. In areas such as economic growth, ONA is also used by ngos and non-governmental organizations to consider the social challenges in the communities in which they work. These organizations also use ONA to develop local productive projects and techniques.

ONA technology

The software collects data from e-mails, communication tools such as corporate social networking and feedback technology, including employee surveys, and uses data analysis to draw conclusions ONA software usually also has a feature to automate surveys which are e-sourced, and are provided free of charge from academic and research institutions. The surveys raise questions for respondents to expose their networks 'nodes and connections, for example, who is in their work team, where they are going to get the details and who they deal with the most often.

The program also provides tools for visualizing data to display networks and ONA metrics in graphical form. Usually, a network map displays the principal nodes, connections and flows of knowledge on a glance. According to analyst firm Bersin by Deloitte, KeenCorp, Syndio and TrustSphere are among the major suppliers of ONA software. In order to create a Delva search and presentation tool that emploies ONA, Microsoft acquired software vendor VoloMetrix and rolled its technology into the Office 365 suite.

The major firms using or researching ONA tools, according to analysts and ONA software vendors, are American Express, BP, Cigna, Cisco, GM, IBM, Microsoft and TD Bank