With organizational network analysis, leaders can analyze economic costs and benefits of collaboration and use these insights to redefine hierarchical structures and craft roles and processes to deliver agility and efficiency.
Innovations of substance almost always occur through creative friction and re-combinations of existing ideas in networks. More successful organizations drive innovation through critical network roles and processes to generate ideas and get the best ones into play.
The right network leads to higher productivity and early wins, which help people build a solid reputation and position themselves for future success. But the path is different for different types of role transitions.
Developing high-quality relationships is critical to team success in dynamic times. When employees experience trust, purpose and a sense of energy in their network, they are more likely to be high performers, give greater effort, report higher engagement and stay longer in the organization.
Most culture transformations begin top-down, but culture is experienced locally in networks. More successful culture-change efforts use organizational network analysis to drive diffusion of desired values and behaviors deep into an organization.
For innovation to happen, people need to feel safe to speak up, ask questions, admit they don’t know and contribute ideas. More effective leaders create cultures of trust to promote the collaboration and risk-taking needed to spark innovation.
Happier people tend to define how they want to live, then create networks that support their choices. They are proactive to clarify what they want to include in their lives and invest in those activities with others.
Four critical networking practices distinguish high-performing women. Women can adapt their own networks to accelerate transitions into new roles and thrive their careers.