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Amanda Felix BUS 550 Tuesday, May 24, 2011.  Traditional methods are not enough!  Reduce costs, improve efficiency and spur innovation!  Information.

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Presentation on theme: "Amanda Felix BUS 550 Tuesday, May 24, 2011.  Traditional methods are not enough!  Reduce costs, improve efficiency and spur innovation!  Information."— Presentation transcript:

1 Amanda Felix BUS 550 Tuesday, May 24, 2011

2  Traditional methods are not enough!  Reduce costs, improve efficiency and spur innovation!  Information technology is becoming increasingly more critical!

3  The IT department must be a strategic business partner Forecast the business impact of emerging technologies Lead the development of new IT-enabled products and services Drive adoption of innovative technologies that differentiate the organization from competitors

4  The key to having both operational excellence and innovation is having networks of informal collaboration  Innovative solutions often emerge from informal, unplanned interactions between individuals who see problems from different perspectives ** Not all situations fit established processes**

5  Offers useful methodology to help executives:  Assess broader patterns of informal networks among individuals, teams, functions and organizations  Then take targeted steps to align networks with strategic imperatives

6  Who looks to who for information and expertise  Whom they engage with on routine decision making  Whom they turn to when dealing with problems that require more innovative brain storming  How much time they invest in specific collaborations

7  Senior leaders who understand broad patterns of employee interaction and what makes for effective internal networks have opportunities to reduce collaborative costs and network inefficiencies

8 1) Attain benefits of scale through effective global collaboration 2) Drive work force engagement and performance 3) Align collaborative with business partners and external stakeholders 4) Minimize network inefficiencies and costs

9  Optimize their operations locally rather than globally  Leads to redundancies in expertise, capabilities and technology investments *** hint hint***  Plus there are fundamental incompatibilities across geographies  Benefits of scale require having connections across geographies  Deploying new communication technologies is not the same as collaboration

10  IT company– global agribusiness company  Many of the team members had previously collaborated with one another  Instead of individual projects they were able to orchestrate a single global rollout  Leveraged an external network of contacts

11  By building lateral networks  The creation of a global virtual network whose goal was to standardize infrastructure  Chose team members based on their strong personal networks across the organization and deep local ties  Virtual teams addressed cross organizational issues and were composed of employees from around the world

12  Network analysis showed that team members were more frequently sought out for their expertise and insights  Others turned to them to discuss new opportunities or to solve difficult problems  55% of those that participated were cited among the top performers during the annual company review  Some teams are only held together by 3 or 4 individuals  The departure of a few key people reduced the level of connectivity among those who remained by more than 50%

13  Network analysis helps managers assess the health of cross organizational collaboration while suggesting improvement opportunities  Looked for opportunities to enhance collaboration across function, distance and technical specialization  Had to consider ways to generate more connectivity--what happens if you lose people?

14  IT organizations are heavily focused on measurable goals  Takes the focus off things that are harder to measure—work practices, collaboration and documentation  These things are important!!

15  Study the networks of high performance  High performers  Have larger networks  Connect to people with diverse expertise from a broad range of functions and across different locations  CIOs can leverage these findings  Replicate the networks of high performers!  The more top performers in an org the better  Top performers have access to the best expertise available, not just what was physically nearby

16  People connected to high performers were much more likely to report feeling energized by the interactions  High performers were also likely to have contacts that they found more energizing than average  It benefits leaders to identify energizers  Identify which employees are disengaged

17  Innovation often involves migrating ideas from one context to another.  Expose employees  Create a map  Ex: Business analysts tend to be well connected externally but less sought out by their internal colleagues  An underexploited resource for promoting innovative new ideas

18  Decisions in IT organizations must address complex sets of interdependencies.  Reduce network creativity at points where collaboration failed to produce sufficient value  3-5% of the most connected people accounted for 25-35% of the network ties

19  Central connectors  Enterprise level responsibilities  Interactions with a wide range of other IT units  Large number of direct reports.  To reduce collaboration overload  Identify network opportunities for rerouting access to the information they held

20  Network overload can also occur when employees lean too heavily on colleagues for technical expertise or help in navigating the organization  Shifting non technical aspects to others  Deliberate attempts not to respond to questions from internal clients ▪ “When people saw I was putting my trust in him that really boosted his confidence and helped people across various groups see that he was a good guy to go to”  Document projects thoroughly to ensure that you are not the sole expert

21  Employee networks can transform rigid organizations into flexible units that can adapt and innovate  CIOs need to let go of some of their traditional management methods and embrace a different more collaborative management model  Although organizational charts and standardized processes can provide important underpinnings, they are not flexible enough!

22  Optimizing operations locally rather than globally…  A) Leads to redundancies in expertise, capabilities and technology investments  B) Is the best way to optimize operations  C) Leads to increased collaboration across all networks

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