Page 5

June 2011  

how individuals  interact  and  collaborate  in   employing  their  individual  competence.      

-./+'"#+,"0')1)

therefore be  achieved  by  facilitating  a  tight   community  of  high  ‘change  agility’  staff.  

INNOVATION

-./+'"#+,"0')2)

The third  core  business  objective  identified  by   Davenport  and  Prusak  is  Innovation.   Organisations  can  be  effective  and  efficient,  but   without  renewing  its  product  or  services  portfolio,   its  longer-­‐term  success  will  be  questionable.     !"#$"%&"'()*%($"+&"#,) •  *+3()'435(.)06)#%($"+&"#,#)+'7)#+3()"'7"8"74+&)#9"&&)&(8(&#)+'7)(:%(."('$(;) •  <="$=)0./+'"#+,"0')=+#),=()#,.0'/(#,)$+%+5"&",>?)

Figure 2  -­‐  Organisational  competency/capability  

As illustrated  in  Figure  2,  traditional  top  down   competency  approaches  cannot  explicitly   differentiate  between  Organisation  A  and   Organisation  B.  The  following  map  provides  an   example  of  a  competency  map  that  identifies   discipline  clusters  for  a  major  petroleum   company.  Node  colours  indicate  different   competencies.  Densities  indicate  strength  of   capability  in  a  discipline.    

Figure  3  -­‐  Discipline/Capability  network  map  

Using SNA  techniques  we  can  choose  to  measure   the  connectedness  between  individuals  sharing   similar  disciplines,  however  we  choose  to  define   them.  Our  preference  is  to  identify  reciprocal   links  only  and  then  measure  the  density  of  the   resulting  discipline  based  clusters.     The  approach  can  be  used  in  concert  with  top   down  techniques  by  measuring  the   connectedness  of  individuals  who  share  top  down   identified  competencies.  For  example,  if  an   organisation  is  going  through  a  major  transition  it   might  like  to  know  how  well  connected  staff   rated  with  high  ‘change  agility’  in  a  Lominger   survey  are.  Improved  effectiveness  could   www.optimice.com.au  

Output measures  of  innovation  are  typically   couched  in  terms  of  the  level  of  successful  new   products  or  services  launched.  Traditional  top   down  approaches  to  innovation  employ  the  ‘idea   funnel’,  where  by  ideas  are  solicited  from  staff,  or   research  is  conducted  by  the  R&D  division.   Management  ‘gates’  are  established  to  qualify   ideas  as  they  are  developed  over  time.  New   products  or  services  are  ideas  that  survive  the   review  gates  and  emerge  through  the  funnel  for   implementation.  The  process  is  largely  linear  and   levels  of  collaborative  development  typically  only   facilitated  through  senior  management.   The  limitation  of  this  traditional  approach  has   been  exposed  in  the  modern  economy  by  the   level  of  market  innovations  being  sourced  from   non-­‐traditional  sources.  Established   organisations  are  no  longer  relying  on  their   internal  R&D  facilities  as  their  major  source  of   innovations  and  are  now  actively  sourcing  new   ideas  and  developments  from  outside  their  firms.     This  Open  Innovation  approach  is  being  heralded   as  the  major  innovation  in  the  innovation  process   itself.  Open  Innovation  is  a  networked  approach   to  innovation.  It  is  therefore  not  surprising  that   SNA  has  a  role  to  play.  Traditional  innovation   approaches  place  line  management  in  the  role  of   innovation  facilitator.  The  research  of  Professor   Ron  Burt  from  the  University  of  Chicago  and   others  have  indicated  that  successful  innovations   are  more  regularly  facilitated  by  organisational   brokers  that  span  structural  holes  in  the   organisation.  We  have  built  our  own  model  for   innovation  based  on  networking  principles,  which   we  call  ’the  3E’s  of  innovation’:  

4

Profile for Optimice

Bringing Social Network Analysis into Mainstream Business  

Relationship Patterns That Really Matter to Business. The key achievement for business methods such as Six Sigma, LEAN and The Balanced Sco...

Bringing Social Network Analysis into Mainstream Business  

Relationship Patterns That Really Matter to Business. The key achievement for business methods such as Six Sigma, LEAN and The Balanced Sco...

Profile for optimice
Advertisement