Orglens intro - v6

Organisation Network Analysis introduction to Orglens

1. 1
Introduction and
Sample insights

2. For example, from the organizational chart on the left, we might conclude that Liz serves in a relatively unimportant position in
the organization. The network on the right, however, paints a very different picture. It shows that Liz is, in fact, a critical player in
the organization. She plays a central role in facilitating communication across all three teams.
How you intend the organization to work, can be very different from
how it really works
Actual work gets done through informal, personal networks that get built over time

3. Challenges
‘Politically correct’ survey responses and subjective interpretations can result
in a distorted view of reality. This inability to see how your organization really
works can give rise to many challenges:
•Failure of organization change efforts with no clue to the failure
points
•Org restructurings that don’t work and you don’t know why
•Inability to measure aspects like “Inclusion” beyond ‘diversity metrics’
•Inability to connect new hires to the right people, resulting in high
costs of staff turnover and productivity loss
•Inability to monitor workplace stress, identify and help at-risk
employees
•Ineffective frameworks for measuring culture and engagement
3
We rely on employee surveys and individual
perceptions to gauge ‘What’s happening?’

4. What if there was a tool that could provide you an
actual view of reality? Orglensis the answer
4
Imagine
What is real and what is the reality is a big question. We understand and believe
that reality is socially constructed (social constructivism).
Our tool, Orglenshelps you reveal the real organization, the socially constructed
realities of your organization and the ultrasound of what is really going on. So, you
get the lived experience and the real picture.
To help you reveal the real organization, we combine social psychology,
management theory, data science, graph theory and AI. So that you can take your
most important decisions based on the socially constructed reality of your
organization.

5. So how does Orglenswork?
5
Orglens
Orglensusestheconceptofsocialnetworkanalysisinorganizationsettings.
Socialnetworkanalysis(SNA)istheprocessofinvestigatingsocialstructures
throughtheuseofnetworksandgraphtheory.Itcharacterizesnetworked
structuresintermsofnodes(individualactors,people,orthingswithinthe
network)andtheties,edges,orlinks(relationshipsorinteractions)thatconnect
them.
Orglensmaps the social interactions, relationships and trusted connections in the
organisations and shows the hidden, the real networked organisation. Orglens, with
its data analytics capabilities and backed by AI algorithm, gives insights around these
different underlying networks in the organisation.
Bridge
•Connects disparate clusters. Key
to collaboration
•Access to outside knowledge
•Needs to feel more connected
Peripheral
•Disengaged. At risk for attrition
•If talented, risk can be proactively
addressed
Influencer
•Holds network together
•Can become an
information bottleneck

6. Orglensprovides you real data to answer
previously unanswerable questions and quantify
previously unquantifiable dimensions
6
Orglens
Mergers:“We have acquired a new organisation. How do we identify the critical
people who control the information flow?”
Collaboration: “We have merged two units. How do we measure if the collaboration
is happening? How do we identify the people who can make it work?”
Reward programs:“Are our most-rewarded and most-influential employees in sync?”
Succession planning: “What would be the network impact of a given employee
leaving the organization? Who are the employees we should create backups for?”
Attrition:“Who are the employees at risk for attrition?”
Workplace stress:“Who are the employees at risk of burn-out whom our wellness
programs can be most helpful?”
Trust:“How can we measure the trust in our organization, and identify the weak
areas?”
Inclusion:“We seem to have the right diversity metrics. But how do we measure the
inclusivity of our culture?”

7. Orglensshows you the real working of your organization -
unlocking key business benefits…
7
Costssavingsbyeliminatingmultipleassessments
Orglenscanreplacemultiplesurveysonengagement,culture,inclusions–savingcostsandeffort
Makebetterdecisions
Orglensprovidesfactbasedandempiricalinsightsenablingbetterbusinessdecisionmakingandtargeted
interventionspossible
Getamazinginsights
Orglens maps the relationships and trusted connections in your organisation and shows you the hidden, networked
organisation, the influencers, the high potentials, the engagement levels etc. From this real time data you could
make reality based decisions.

8. 8
What clients are saying
Lopa Mudra Banerjee
CHRO Midea
“It’sagreattoolinhelpingorganisationsunderstandthepowerof
theinformalstructure.Forusitmeasuredthesocialcapitalof
leaders,rankstheirinfluence,intheorganizationbystudyingthe
patternsofcommunicationandpositionsofpeoplewithinthe
networkoftheorganizationalrelationships.Thestudygoesbehind
andin-betweentheformalstructuretoperformanUltrasoundof
thesocialinteractionsinorganisationstounderstandhow
employeesREALLYworktogethertoshareinformation,ideate,build
trust,makedecisionsandsolveproblems.Thegreatbenefitofthis
studywasthedifferentcutsinwhichthedatawaspresentedonly
fromalistofsevenquestions!Excellentinsightteam!Keepupthe
goodwork!”
“WearegratefultotheODAteamtogiveusthisopportunityto
experiencethistool.Wehaverealisedthepowerofthistooland
wouldsurelywanttobeapartofthisjourneyinthetimestocome.
Thefindingswereindeedveryrelevantforuswhichotherwisewe
werenotabletoidentify.Andwhilewelookedatthefindings,itwas
alsoagreatlearningopportunityforustolookatemployeesandthe
power/impactoftheirsocialnetworkinorganisationalcontext
throughaverydifferentlens.ThanksonceagaintoyouandtheODA
team.”
Rohit Hasteer,
CHRO PropTiger

9. How does Orglenswork?
From survey to insights

10. Work
TrustAdvice
EXPERT Idea
Informal
Decision-making
We conduct a 5 minute survey to map 7 different networks within your
organisation
•WORK NETWORK
•TRUST NETWORK
•AWARENESS NETWORK
•IDEA NETWORK
•EXPERT NETWORK
•DECISION-MAKING NETWORK
•ADVICE NETWORK
The Organizational Archetype
Overall team/organization’s networking style
The archetype provides a lot of insights on the culture of the organisation

11. Network patterns can provide amazing insights on previously
’subjective’ and ‘intangible’ aspects like say, ‘Team collaboration’

12. 12
How is data converted into meaningful insights?
Deep analysis of
different pockets of
network
Graph theory
algorithms
Social psychology
and ONA
Network analysis
data can be
presented to the
clients in the form
of scores/visual
network
diagrams/insights,
whichever would
enable most
efficient sense -
making for the
client
Insights

13. Orglenscan be applied in multiple areas

14. Sample insights
What questions can Orglensanswer

15. Largenetworks
(Entireorganisations/businessunits)

16. Who are the
influencers
who hold my
organization
together?
From this visual you can understand people who
have reach and influence in the system. We provide
you a list of your top influencers. You can then take
steps to retain, monitor, award and nurture them

17. Most
connected
and active
people in
the
network
These are people who might not have influence, but
act as a bridge between diverse groups. Who could
you use to drive change and communication. Here
you find people who are most connected and active.

18. People who
knows the
pulse of the
organization
Who all will have crucial information and knows what’s
really going on? Here we show you the people who
know the pulse of the organization. These form your
‘informer’ network who can be used to check the pulse
of the organization during periods of change

19. People
who are
gate
keepers of
information
These people form the ‘periphery’ of a group. The first
line of access to a group. They are the ones who allow
information to pass on from one cluster to another or
stop the flow of information. We show you the gate
keepers.

20. How gender
inclusive you
think this
network is ?
This organization celebrates its gender equality by numbers. Our
analysis helped them reveal the true inclusivity in their network.
*The node size in the above figure represents influence exerted by a person in the
system.
Male
Female

21. Can you see
the difference
between
archetypes of
the two
organizations
?
The first organization is more bureaucratic, hierarchical with lesser focus
on ideation and trust. While, the second organization is innovation
driven and has more trust based interactions.
What is your organization archetype and how is it affecting your
business performance?
0%
10%
20%
30%
40%
50%
60%
70%
OverallWork ExpertiseTrustDecision
Making
Career
Advice
InnovationInformal
Organization 1Organization 2
Employee interactions across different
networks

22. Attrition
simulation:
What will
happen if
Amit Sinha,
sales head
leaves?
We can provide you with customized and specific insights. For example
evaluating what happens if a key person leaves. When an important
person is leaving the organization, what are the implications and who
all will get affected? This can also be a crucial input for succession
planning

23. Amit now
connect
multiple
clusters
Amit Sinha connects multiple clusters and play an
important role in the collaboration of these clusters.
You can understand exactly which clusters and who
are his contact points
Amit Sinha

24. Small networks
(Select groups of people –usually less
than 100. We show you a network of
50 leaders as an example)

25. Network of 50
leaders. Highly
centralized
and
concentrated
around the
CEO
What is the effectiveness of your leadership team? Is
the team highly centralized around few leaders or
dense network of all leaders?

26. Among the
new joiners in
the last one
year only few
are integrated
into the
network
How is our new joineeintegration? Are we able to
integrate new joineesfaster into the system?

27. Trust
network
among the
top 13
leaders
What is the trust levels of our teams? Who trust
whom?

28. The
decision-
making
network
How is the decision making happening now? Are people empowered to
take decisions? Is it concentrated in the hands of a few?

29. People
who
influence
decisions
Who are the key people who influence important decisions and what
are the implications of this? Who are the ‘informal’ power centers?

30. The results of Orglens analysis can be used in a variety of ways
30
Validate organisational investments
Orglens can be a precursor or justification for a work transformation project. For example, if an
organizational goal is to become a collaborative enterprise, or more inclusive workplace, the Orglens results
can demonstrate a current level of collaborative behaviours or inclusions
Guide people initiatives
Orglens maps and corresponding metrics can help guide decisions about implementing knowledge
management, Org Structure, Identification of High potentials, employee wellness programs, or change
management programs.
Track and monitor the “organizational connect”
The quantitative metrics from an Orglens can show differences across groups and geographies, and can
serve as the baseline to measure change over time. Repeating the survey at annual intervals, for example,
can demonstrate year-over-year progress in enhancing collaboration and connectivity in the organization.

31. Engaging us for an Orglensstudy
for your organisation

32. 32
What is the process of engagement?
Organizational Network Analysis
Phase1:Collectingdata
•Collect HR conventional data (employee list, email IDs, department, date of joining etc.)
•Communicate and administer simple 7-question survey
•Back end FAQ support
Phase2:Creatinginsights
•Pre-analysis quality check and validation of data
•Analysis & study of network graphs
•Insight and report generation
Phase3:Communicatingandcreatingwayforward
•Present data to the stakeholders
•Workshop (if requested),to facilitate the understanding of the data, and design next steps on ‘what to’ &
‘what-not-to’
Pre-Work:Scoping&gettingcontextualawareness
Understand the business context, Discussion on the scope of the project (number of employees to be included in the survey
etc), Decide the project timelines depending upon the scope of the project

33. Thank You