Ark Group presentation on Oragnaisational Network Analysis given in Sydney, Australia - New Version Apology to Bruce Hoppe - Connected Associates. Attibution of content on Slide 11 to Bruce was not visible. This has been rectified - sincere apologies to Bruce.

1. Avillion Hotel Sydney 12 February 2007 Chris Fletcher—Director, Knowledge Management Asia Pacific region Deloitte Consulting Encouraging Knowledge Sharing in Professional Services conference 2007 Organisational Network Analysis

3. “ The new currency won’t be intellectual capital. It will be social capital – the collective value of whom we know and what we’ll do for each other.” — James Kouzes, co-author of The Leadership Challenge Business Week – February 2006

4. Social Capital and KM So what is Social Capital? “ In sum, it is the value people produce when they work together to achieve mutual goals. It emerges when people build trust, a shared understanding, and a willingness to cooperate in ways that produce something greater than the sum of their parts” Robin Athey – Its 2008: Do You Know Where Your Talent Is? Connecting People for Performance So what does this mean for KM?

5. The impact of Social Capital on KM A change in the KM model……… Connecting the right people just-in-time, canvassing them to gain their knowledge and advice in the context of a particular business problem or pursuit, synthesizing that knowledge and applying it to the issues at hand Newer thinking: Context & Connection The acquisition, organisation & aggregation, storage and dissemination of content under organisation wide taxonomies using customised tools and repositories, just in case it might be reusable Older thinking: Content & Collection

6. Six Degrees of Separation……

9. What can ONA be used for? The war for talent is now top of mind with executives. ONA can assist in understanding the loss of relationships / social capital when key people leave the organisation, as well as the value and effectiveness of talent in the organisation Talent Management Efficiency of supply chains will often depend upon the flow of information and intermediary relationships. ONA can allow assessment of these networks, provide cost benefit analysis and model $ value of network changes Supply Chain Alliances and strategic partnerships are becoming more common as a way to utilise cross-organisational initiatives. ONA can highlight effectiveness of these initiatives through information flows, knowledge transfer and decision making Strategic Partnerships Successful change on a large scale fundamentally revolves around network integration. ONA can be used before a change initiative to identify key people and it can be implemented 6 – 9 months later to assess if there are significant issues leadership needs to address. Facilitating large scale change or merger integration Successful innovation is the result of a collaborative effort. ONA can assist in understanding the degree to which a team is integrating expertise and utilising skills of others in the organisation Driving Innovation A better understanding of relationships and interactions can assist management in focussing their relationship development, leverage opportunities and embrace knowledge sharing activities Executives can utilise ONA to understand the extent to which business unit interactions are: - aligned with strategic direction - generating measurable value for the business - enabling better working relationships - facilitating information sharing and expertise Organisational Performance - Client Networks - Business Unit efficiency and effectiveness

13. Business Case Hypothesis Question formulation Survey Delivery Results Analysis Presentation Getting from “So what” to Action” What is the process for undertaking ONA?

17. Sample Survey

21. Sydney Melbourne Brisbane Perth Cross-city density Density = 12.9% Distance = 2.44 Centrality = 29.1% Please indicate the extent the listed people provide you with information you use to accomplish you job 41.9% 1.1% 3.5% 2.1% Perth 1.1% 44.6% 1.6% 2.6% Bris 3.5% 1.3% 42.7% 3.9% Mel 1.4% 3.3% 3.3% 44.9% Syd Perth Bris Mel Syd

22. Sydney Melbourne Brisbane Perth Please indicate the extent the listed people provide you with information you use to accomplish you job Centrality Cross-city density Density = 12.9% Distance = 2.44 Centrality = 29.1% 41.9% 1.1% 3.5% 2.1% Perth 1.1% 44.6% 1.6% 2.6% Bris 3.5% 1.3% 42.7% 3.9% Mel 1.4% 3.3% 3.3% 44.9% Syd Perth Bris Mel Syd

23. Sydney Melbourne Brisbane Perth Please indicate the extent the listed people provide you with information you use to accomplish you job Betweeness Cross-city density Density = 12.9% Distance = 2.44 Centrality = 29.1% 41.9% 1.1% 3.5% 2.1% Perth 1.1% 44.6% 1.6% 2.6% Bris 3.5% 1.3% 42.7% 3.9% Mel 1.4% 3.3% 3.3% 44.9% Syd Perth Bris Mel Syd

24. Scenario or “what if” analysis

25. Scenario or “what if” analysis

26. Each question will provide different patterns Rate your understanding of each person’s areas of expertise Who would you typically turn to for assistance in thinking through a complex business problem

29. Every manager knows that business runs better when people within an organisation know and trust one another -- deals move faster and more smoothly, teams are more productive, people learn more quickly and perform with more creativity. Strong relationships, most managers will agree, are the grease of an organization. Business gets done without them, but not for long and not very well. How to Invest in Social Capital Laurence Prusak Donald J. Cohen Havard Business Review

30. A member firm of Deloitte Touche Tohmatsu