3. When two people interact, there is less complexity and no indirect connection.
The moment you have a third person, complexity increases. Like in your teams.
One can imagine the Tsunami of interactions in an organization!!!
A Triad
A
BC
Three relationships
A Dyad
A B
One relationship
A Group of Four
A
B
C
D
Six Relationships
A Group of Six
A
C
D
E
F B
Fifteen Relationships
A Group of Five
A
B
CD
E
Ten Relationships Twenty one relationships
A Group of Seven
DE
G
A
F
B
C
4. In a relationship where there are three or more people, we
have no direct control over their relationships
Just INFLUENCE
5. An organization is not a sum of it’s individual parts – but a
network of it’s individual parts
People with higher social capital, have higher influence in the system
Best Employee Experience
• Culture of openness and
trust
• Agile workplace
• Cutting edge Leadership
• Sustainable performance
• Make every touch point
impactful
Human Capital
• Education
• Skillset
• Experience
• Competence
• Talent
• Knowledge
• Judgement
Social Capital
• Social Networks
• Trust and Safety
• Sense of belonging
• Reciprocity
• Participation
• Shared values
• Diversity
6. Organization Network Analysis (ONA)
What is Organization Network Analysis
ONA is much more than a buzzy acronym that’s been tossed around the
Human Capital and Organizational Development world for the past few
years.
A kind of Human Capital Analysis, O-N-A stands for “Organizational Network
Analysis.” ONA is a tool for analyzing the informal networks that exist within
an organization. If an organizational chart provides the theory of how work
gets done, the informal network provides the real-world practice; it illustrates
how people trust each other, work together to solve problems and make
decisions in the real world.
7. Summet
How we think things work
Visible
Amit Sinha
CEO
Technology Marketing
Strategy &
Alliance
Tanya
Sandeep
Ajay
Joseph
Divya
Narain
Thomas
Richa
But this is how things
really work
Invisible
For example, from the organizational chart on the left, we might conclude
that Richa serves in a relatively unimportant position in the organization.
The network on the right, however, paints a very different picture. It shows
that Richa is, in fact, a critical player in the organization. She plays a central
role in facilitating communication across all three teams.
8. There is a certain subtle energy flowing through
these network of connections, by way of their
social capital value. So, organizations need to -
Tap this energy through
Organisation Network Analysis
(ONA)
Integrating the two is the key
Its not Hierarchy or Networks. It is Hierarchy and Networks - Coexists
9. Tapping the network through Organization Network Analysis
The only tool that studies the SOCIAL
CAPITAL VALUE of employees and the
organization as a whole.
10. Studies Collaboration, Communication &
critical connections by looking at
organizations as OPEN ADAPTIVE &
COMPLEX SYSTEMS
Tapping the network through Organization Network Analysis
11. Measures the immeasurable, gluing factor
in employee relationships - TRUST
Tapping the network through Organization Network Analysis
12. Facilitates and guides digitalization and
decision-making with powerful PEOPLE
data ANALYTICS
Tapping the network through Organization Network Analysis
14. The different Networks people build in the organization are-
• WORK NETWORK
• TRUST NETWORK
• AWARENESS NETWORK
• IDEA NETWORK
• ENERGY NETWORK
• DECISIONMAKING NETWORK
• ADVICE NETWORK Says a lot about the culture
of the team/organization
Work
TrustAdvice
Energy Idea
Informal
Decision-making
Overall team/organization’s
networking style
16. HUBS
DIRECTLY CONNECTED TO THE MOST PEOPLE
• Have highest number of “direct ties” to others and hold numerous face-
to-face conversations, like the center of a star in a classic hub-and-spoke
system.
• They are also effective multitaskers who can juggle many activities,
concepts, and relationships.
• Be careful what you say to Hubs! Although they are not malicious, they
are so connected that any message may be quickly spread and potentially
damaging.
17. GATE-KEEPERS
CONNECTED TO THE “RIGHT” PEOPLE
• Serve as important links or bridges within an organization, functioning as
human way stations on critical pathways between parts of an
organization or between Hubs.
• Gatekeeper is a conduit of information funnel and can act as a valuable
broker. Conversely, they can slow down your progress by withholding
critical information.
• They are aware of the calculus of power and the political landscape of an
organization
19. PULSETAKERS
INDIRECTLY CONNECTED TO PEOPLE WHO KNOW THE “RIGHT”
PEOPLE
• They are connected through a great number of “indirect ties.” Are almost
the opposites of Hubs, unseen but all-seeing.
• They carry a lot of influence, much of it subtle.
• They are well versed in the culture, and a good proportion of them evolve
into great leaders. They are key to knowledge succession and mentoring
in an organization
20. Influencers
Connected to people who have higher influence
• Influencers are supposed to have powers to initiate trends that the rest
will follow.
• Specific individuals or groups with higher social capital are likely to have
the most influence across group borders and boundaries. It may be
important to take special steps to retain such people during times of
change such as mergers/acquisitions/restructuring.
• They are determined by studying how close an entity is to other highly
close entities within a network
21. It may not be what you think you are.
It is about what the network thinks you
are!
22. Human way station on
critical pathways
Key roles in a network
HUB
PULSETAKER
PULSETAKER
GATEKEEPER
“Unseen but all seeing”.
Socially connected to the nth
degree. Key opinion leaders
Source: Karen Stephenson
24. Areas of application
Leadership Development
Identifies the connected capability of leaders and helps them
in building their social capital in order to have a competitive
advantage over the others
Change & Transformation
Social Capital analysis done before a change initiative can help
facilitate the transition by leveraging on the change agents as
catalyst and utilizing their network positions to gain greater
buy-in at all levels
Engagement & Inclusion
Spots the key opinion leaders who nurture engagements /
catch disengagement early and create an inclusive workplace
that embraces and integrates diversity
25. Collaboration & Innovation
Gauges these cross-functional and free-flowing channels of
communication and maps the possibility of innovation in an
organization system
Talent Management
Leverages on the collective intelligence of the entire
organization and illuminates each candidate’s position in the
network and his/her resulting power/influence within the
network
CXO’s Lens
Helps leaders spot people who are strategically positioned in
the organization
Areas of application
29. Recoprocating Trust Relationships in a team
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
Name
NameName
Name
Name
Name
Name
Name
People who reciprocate
trust in a network
30. Change & Transformation – During a Merger
Acquiring Company
Acquired Company
New hires since merger
CEO
Interactions of groups between
the merged companies and the
new hires
32. Global Organizations – who use ONA
To improve cross regional
collaboration in their
procurement division
To restructure organization
to prepare for growth &
expansion
To improve innovation &
learning strategies within
the organization
To effectively carry out
their internal consulting
projects
To improve flexibility &
scalability of their
operations
To build powerful
relationship within and
outside the organization
34. Organizations need to become boundaryless, dynamic and
agile
Employees become micro entrepreneurs and
organizations become a network of such
employees
Available
Task
35. Resources are efficiently managed, Disengagement can
be caught early and Organizations can get higher
productivity at a lower transaction cost
Networks
Transaction cost
