strategies to accelerate organization change- newell
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Strategies For Re-balancing Your Network:Accelerating Strategic Change
Chris Newell, Psy.D
Senior Research Fellow
The Challenge
40 year history of a branch structure – 57 offices
Culture “ What happens in the branch stays in the branch”
Lack of trust to use any resources outside the branch office
Limited re-use of assets
One Keane strategy announced – moving to solution sets and business lines
This means each branch loses some autonomy and must trust “service line”
leaders with their customers
Do we understand the risk from a people perspective in this shift?
Do we understand the impact of “breaking up” the insular nature of the branch
offices?
Are their ways to understand how to build trust across the enterprise to sell in
this fashion?
Working in A Matrix Structure
Branch Structure Matrix Structure
Work in the system
Internal focus: Focus on where
we do the work
Lead by title/position
Controlled environment
Work on the system
External focus: Focus on where
we create value
Lead by influence
Empowered environment
Train Wreck – my view
4October 24, 2013The Launch at Boston University
My Challenge
How do I show the leadership that we have huge risks in
executing on this strategy?
Who listens to HR anyway?
What is a way to show them the risk and develop a plan of
action?
Conducted a Network Analysis with our top/key 150 people
The results were stunning – and it created an opening to try to
build and rebalance the network
5October 24, 2013The Launch at Boston University
Train Wreck: ONA results
6October 24, 2013The Launch at Boston University
Overall Network Metrics
Metric Description Target Keane Comments
Density % of existing
relationships (out
of 100%) within a
group
20% 8% Below-average density, as some
people are highly connected and
others are very removed.
Cohesion Average # of steps
to reach any other
person in the
group
2.0 2.4 Individuals are likely to call a friend
and then a friend of a friend in the
pursuit of desired information.
There are opportunities at Keane
to get the peripheral employees
more connected.
Centrality Average # of
relationships per
person
15 9.9 Individuals can typically maintain
10-15 relationships at this level of
interaction. The mean centrality is
below average. There seems to
be a wide distribution of ties, with
some employees very well-
connected and many on the
periphery.
Network Measures
Density = 8.17%
Cohesion = 2.42
Centrality (IN) =9.967
Top 10 Central
People Dropped
Density reduced by
26%
Benchmarks
Density = 20%
Cohesion = 2.0
Centrality (IN) =15
The Network
Hierarchical Network
= Director
Position
= Client Executive
= Managing Director
= Group/Area VP
= Director Service Delivery
= Sales Rep
= Vice President
= Manager
Network Measures
Density = 8.17%
Cohesion = 2.42
Centrality (IN) =9.967
The Hierarchy Dominates
The Theory
De-layer overly connected people
Identify brokers, overloaded points
Replicate behaviors of those central to the network in order to shift the information load
Re-allocate decision making
Minimize inefficiencies that result when better-connected people depart and leave a hole in the network.
Integrate peripheral people
Identify marginalize voices
What roles are represented on the edge of the network?
What are the major impediments to keeping more people from being central
Identify points in the information flow network where greater collaboration would yield effectiveness and efficiency benefits
The Practice
We stopped all leadership training and instead focused on sessions to problem
solve and practice working on solutions together
Developed regional sessions with the right people in the room sharing the new
solutions and having “live” practice sessions with “customers.
We set teams to compete on new deals and expanding old deals
We designed it to be intense, competitive, real life as possible, and to build
them as new teams
Because sales was on the edge of the network with high turnover– we revamped
how we oriented them, trained, mentored, and connected them
We found the brokers and made them champions of the communities of practice
We built a knowledge and collaboration systems to support tacit and explicit
knowledge exchange.
11October 24, 2013The Launch at Boston University
Network Measures
Density = 9.45%
Cohesion = 2.48
Centrality (IN) =13.607
Benchmarks
Density = 20%
Cohesion = 2.0
Centrality (IN) =15
Top 10 Central
People Dropped
Density reduced by
18%
Network
= Department Manager
Position
= Client Executive
= Function Manager
= Director
= Sales Rep
= Other
= Vice President
Network Measures
Density = 9.45%
Cohesion = 2.48
Centrality (IN) =13.607
= No answer
Hierarchy: 6 Months later
Metric Description Keane 1st ONA
(n=123)
Keane 2nd ONA
(n=145)
Density % of existing
relationships (out of
100%) within a group
8%
(Target=20%)
9.5%
(Target =20%)
Cohesion Average # of steps to
reach any other
person in the group
2.4
(Target=2)
2.5
(Target=2)
Centrality Average # of
relationships per
person
9.8
(Target=15)
13.6
(Target=15)
Metric Description Keane 1st ONA
(n=46)
Keane 2nd ONA
(n=46)
Density % of existing
relationships (out of
100%) within a group
8.5% 11.16%
Cohesion Average # of steps to
reach any other
person in the group
3.152 2.77
Centrality Average # of
relationships per
person
3.8 5.02
Greater than 18%
improvement in density
from the 1st to the 2nd ONA,
despite larger network size
Overall Network Comparison:
Effective and Very Effective
Network Comparison Consisting of Employees Completing Both Surveys:
Results 6 months later
Greater than 38%
improvement in centrality
from the 1st to the 2nd ONA,
despite larger network size
Greater than 31%
improvement in density
from the same sample from
1st to the 2nd ONA
32% improvement in
centrality
12% improvement in
cohesion
15October 24, 2013The Launch at Boston University
PORTAL/INTRANETPOST-PROJECTPROJECTPURSUITSALESFORCE.COM
1 2 3 4 5
Find the Deal Win the Deal Deliver the Project Document the Project Share with Keane
Feeling Close vs. Being Close
“Feel Close”
Videoconferencing
Pureplay
We’re right here.
Client
Where are you?
Client
Western Hemisphere Eastern Hemisphere
Keane
Integrated collaboration across Keane’s Information Value Chain
“Be Close”
16October 24, 2013The Launch at Boston University
CEO
Bring the Strategy to the Desktop. To live the strategy every day, employees need an Enterprise Desktop.
President, North American Global Practices
Keane success
This is where I get information…
• OKT company strategy
• Group data, news & announcements
• SME/COP thought leadership
• Knowledge assets
Vision, Strategy, Direction
VP/GMBL , Region , Vertical
PM-SDMResponsible for Delivery
Tasks
Project success
Support
My business success
Keane Information Worker
…and where I do my work:
• Deliver pursuits and projects
• Report time & expenses
• Interact with the customer
• Leverage my extended team