Org Culture- Change management -organization network analytics

Identify change makers

1. Change management Organization network analytics

2. Social analytics

3. ONA-Use cases

4. Questions answered Identify the change agents within your organization See where innovation is happening Locate people who collaborate outside their functional areas Pinpoint innovation blockers in project teams Figure out why some teams have excellent results while others struggle Determine if your IT department is collaborating globally Identify which supplier relationships are strategic vs. transactional Know advance if an acquisition will be succeed

5. Case study- Trustsphere Cognitive talen solutins

6. USP

7. Key questions

8. Method

9. ONA Journey Map

10. Assess Burnout risk

11. identify where there are lower levels of trust  in the context of  mergers, and acquisitions

12. Diversity and inclusion initiatives

13. Change agents

14. ONA competitors

15. Usage analytics

16. Usage Who is using collaboration tools ?-Active USERS How they are using them ? -DEVICE How frequently they are being used ?-PREFERRED TIMINGS for communication What impact this usage is having ? N ETWORK STRUCTURE OF USAGE PATTERNS What “good usage” looks like ? (AVG METRICS) How your usage compares to others ? (COMPARISON) How you can apply this information to business problems ? (ONA)

17. ONA and related questions Can you demonstrate that collaboration has positively affected following? Sales IT leadership Mergers and acquisitions Engineering and product design Organizational development Leadership development organizational design Inclusion and diversity

18. ONA analysis Identify key collaborators(ONA-structure) See what these individuals are doing and with whom they are collaborating (ONA-structure) Learn how connections are made and which tools broker the connections(ONA-Time series analysis)

19. Sales Insights based on ONA High achievers collaborate meeting applications. Collaborative sales teams sell more .High volumes of collaboration with internal operations may represent an opportunity to free time for additional selling to customers Light traffic to product management indicates customer and partner feedback may not be shared. Sales-to-sales traffic suggests active best practice sharing

20. Team leader-Insights Rotating leadership: Individuals switch between central and peripheral roles( ONA_Time series analysis) Strong leadership: One or a few people are significantly more central than others. Eminent contributors: Some people are significantly more active senders and recipients of information than the rest. ( ONA_Time series analysis) Rapid response: Members of high-performing teams are faster in responding to requests than others.(response analysis and ONA) Outspoken discussion: Members discussion are computed for a well balanced emotionality by sentiment analysis.(SNA and ONA)

21. Insight on successful merger and acquisition The collaboration network between functional areas is stable There is no overlap between sales teams supporting specific customers Knowledge and best practice sharing is embedded in the culture Conducting business between the two organizations is routine

22. Identifying Design dimensions of virtual teams through ONA

23. Can we identify Team design dimensions for collaboration ?