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Organizational X-Ray


Improving the innovation process with
informal networks

London, 8.7.2011

Andrea Pesoli @anpesoli
andrea.pesoli@open-knowledge.it
Agenda




•  Overview & Methodology

•  Key findings

•  Next steps




           Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 1)
Project overview

•  Organizational network analysis was used to study knowledge and
   innovation flow in a leading domestic appliances manufacturer and
   distributor (with operations in 26 countries)

•  The ONA was conducted across across selected parts of the
   company to principally identify target communities to
   support the implementation of an Idea Management
   platform and - ultimately - the achievement of superior
   innovation performance

•  A secondary objective was to identify opportunities for improved
   communication and engagement across the organisation

             Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 2)
Innovation from a network perspective


                       Explore                              Evaluate                             Engage                             Exploit




     Broad based scanning of the                        New ideas or inventions necessarily need to                         Finally, for those chosen
     environment, looking for new                       progress through an acceptance filter which                      initiatives the task is then to
       innovation opportunities                            is usually in the form of management                             convert the ideas into a
                                                          acceptance and approval to invest in an                            deliverable solution or
                                                                       idea’s progression                                     product from which a
                                                                                                                           business benefit is gained.
Lock Lee L., Kjaer C., “The 3 E’s of Innovation: A
       Networking Perspective”, 2007

                                   Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 3)
ONA Demographics

•  Number of nodes: 3397
•  Overall response rate: 59% (1988 respondents)


               Age                                                                          Tenure




            Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 4)
Target population by Country




                                                                                                         10
                                                                                                         250
                                                                                                         500
                                                                                                         1500




           Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 5)
Response rate (WorldWide)




                                                                                                        20%
                                                                                                        40%
                                                                                                        60%
                                                                                                        80%




          Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 6)
The 5 proposed survey questions

•  These five questions are aimed at identifying people that you believe play strong
   innovation roles.
  Relationship      Survey                                                             Intensity/Frequency
                                                                                       1. From time to time
                    Of all of your contacts, who do you think is a source of           2. Good source
  Explore
                    new ideas?                                                         3. Prolific source
                                                                                       4. Outstanding source
                                                                                       1. Fair judge
                                                                                       2. Insightful judge
  Evaluate          Who could be a good judge of the potential of an idea?
                                                                                       3. Good judge
                                                                                       4. Excellent judge
                                                                                       1. Rarely consider
                    Who could help you influence management to support                 2. Might consider
  Engage
                    or invest in a new idea?                                           3. Likely choiche
                                                                                       4. Definite choice
                                                                                       1. Rarely consider
                    When an idea has gained management approval, who
                                                                                       2. Might consider
  Exploit           would you choose to be involved in its execution/
                                                                                       3. Likely choiche
                    making sure it works?
                                                                                       4. Definite choice
                                                                                       1. Rarely consider
                    Of all of your contacts, which ones tend to energise
                                                                                       2. Might consider
  Energise          and motivate you most? (in terms of coming up with
                                                                                       3. Likely choiche
                    new ideas and implementing them)
                                                                                       4. Definite choice
                 Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 7)
Agenda




•  Overview & Methodology

•  Key findings

•  Next steps




          Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 8)
Network overview




                                                                     Evaluate
Explore




                                                                                                                                         Engage
          Density   Ties       Average     Compactness                             Density   Ties   Average        Compactness                    Density          Ties      Average    Compactness
           (0-1)               distance                                             (0-1)           distance                                       (0-1)                     distance

          0.0012    9657        8.446             0.030                             0.0011   6614    9.053                0.012                       0.0010       5749       8.433        0.008




                                                                                                      Energise
                     Exploit




                               Density     Ties           Average    Compactness                                 Density          Ties     Average             Compactness
                                (0-1)                     distance                                                (0-1)                    distance

                                0.0014     7859            9.463           0.030                                 0.0010           5303       11.553               0.007



                                          Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 9)
Network overview – Unit contribution for each network
Filtered networks: as presented below




                    Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 10)
Explore Network                                                                                        Of all of your contacts, who do you think is a
                                                                                                       source of new ideas?


Tie strenght: > 2
Indegree: > 10

                                                                                                            UK

                                                    Russia




                                                                                                   Turkey

                                                                                                        France



                                                                                                                                                Portugal



                                          Italy                                                                             Italy


AFC
                 2%
Head
                0%
HR
                  1%
Industrial
          13%
Marketing
           6%
R&D
                 29%
Sales
               35%
                                                                                                                   France
Service
             3%
Supply Chain & IT
   9%
                                                         Poland

                            Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 11)
Engage Network                                                                                          Who could help you influence management to
                                                                                                        support or invest in a new idea?

Tie strenght: > 2
Indegree: > 7



                                               Russia
                                                                                                          Turkey




                                                                                                             Spain


                                                        Italy



                                                                                                                           UK




                                                                                               Poland
AFC
                 4%
Head
                1%
                  UK
HR
                  2%
Industrial
          17%
Marketing
           6%
R&D
                 27%
Sales
               32%
Service
             3%
Supply Chain & IT
   8%


                            Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 12)
When an idea has gained management approval,

Exploit Network                                                                                        who would you choose to be involved in its
                                                                                                       execution/making sure it works?

Tie strenght: > 2
Indegree: > 8


                                                      Italy


                                                                        Poland
                                       France




                                                                                                                  Italy



                       UK

                                             Turkey



                                                                                               UK
AFC
                 2%
                                               Russia
Head
                1%
HR
                  2%
Industrial
          13%
Marketing
           4%
R&D
                 41%
                                                                                 Portugal
Sales
               26%
Service
             2%
Supply Chain & IT
   8%


                            Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 13)
Focus Explore on IDD, Marketing and Product Technical
Tie strenght: > 2
Indegree: > 3
       Poland                                                             Russia


                                                     Italy




                                  Turkey




                                                                   Poland

                                                 Italy
                                                                                                     Italy




                              Italy




                                               UK


                        Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 14)
Exchange Analysis: identify potential Demand vs Supply gaps


              “A” nominates “B”, who provides A with
                        critical information




          A                                                                                  B
        Demand                                                                           Supply


“A” creates a demand for                                                  “B” supplies value to “A”
                                                                                                  
       value on “B”
                  

           Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 15)
Supply/Demand – Explore (unit)




          Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 16)
Share of Interactions – Explore (unit)




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                                        Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 17)
Searching for outliers...
                                                               0   10 20 30 40                                           0     10     20        30




                                                                                                                                                                    40
                                explore                            0.85                         0.79                         0.78                        0.82




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                                                                                                                                                                    0
                            0         20           40                                      0    10       30                                          0   10   30




            Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 22)
Key player for the “explore” and the “engage” phase

                                                                                                                                                      Mencarini Adriano



                                                                                                                                                                                               Dag Turgay
                                                                                                                                                                                           Dalla Torre Barbara




                                                                                       40



          50


                                                                                                                                Meloni Maria Grazia
                                                                                                                                                                                                             unitAg

          40                                                                           35                                                                                                                        a   AFC

                                             unitAg                                                                                                               Faraon Diego
                                                                                                                                                                                                                 a   Head
                                                 AFC
                                                 Head
                                                                                                                                                                Farinelli Gianluca                               a   HR
                                                                                                                                                                   Faraldi Paolo




                                                                            evaluate
          30
                                                 HR                                                                                                                                                              a   Industrial
explore




                                                 Industrial
                                                 Marketing
                                                                                                         Perticaroli Cristina                                                                                    a   Marketing
                                                 R&D
          20                                     Sales                                 30                                                                                                                        a   R&D
                                                 Service
                                                 Supply Chain & IT                                                                                          Frattesi Stefano                                     a   Sales
                                                                                                                                                                                                                 a   Service
          10
                                                                                                                                                     Pracchi Pier Andrea                                         a   Supply Chain & IT
                                                                                                             Sablin Sergey Nikolaevich
                                                                                                                                                        Praolini Paolo
                                                                                                            Pecci Laura
           0
                                                                                       25Mazzucato Franco
               0   10      20      30   40
                                                                                                                                     Golecki Pawel
                        evaluate
                                                                                                          Santarelli Enrico
                                                                                              Milone Davide                           Dobson Alistair


                                                                                                                                   Goldsmith James

                                                                                              Bartocci Luigino
                                                                                             Bartocci Massimo

                                                                                       20   Bartoccetti Pietro
                                                                                              Colciago Luca




                                                                                                                 25             30               35                 40               45   50
                                                                                                                                               explore


                                        Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 23)
Selecting the best people



                Explorers
                                   Evaluators
                      Engagers
              Energisers


            Leader
                  Broker
             Leader
      Broker
                  Leader
                 Leader



             100                       25                  25           25                       50                     25


 We look at the Explore phase in                    Evaluators help validate                     The ‘Engage’ phase is the
 two ways.                                          early stage ideas.                           critical phase where
                                                                                                 promising ideas need to
 The first is looking at how well the               The look both for the                        engage management
 ideas people are connected                         key evaluators (leaders)                     support for progression. All
 (leaders).                                         and at those who can                         countries/BUs must be
                                                    “bridge” this network                        present.
 We also look for people that                       (brokers).
 “bridge” diverse communities and                                                                Energisers encourage
 are therefore best placed to                                                                    others by strength of their
 facilitate breakthrough innovation                                                              character or achievements
 (brokers).

 All countries/BUs must be present.

                      Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 24)
Agenda




•  Overview & Methodology

•  Key findings

•  Next steps




          Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 25)
Wrapping up



•  The ONA has been able to identify key roles and individuals that
   are best placed to facilitate a significant improvement in
   innovation success
•  Together with the upcoming implementation of the Idea
   Management platform, we believe that this community of
   innovation brokers and proponents can bridge the Explore/Exploit
   divide to ensure future innovation success
•  The analysis also succeeded in providing insights on how
   performance improvement can be achieved through targeted
   efforts to align the actual organization with the informal
   collaboration networks.


            Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 26)
Innovation can be “social” too!




                                                                                                      Ideas are posted on the
                                                                                                               community, get
                                                                                                       commented and voted  




           Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 27)
Next steps



•  Compare the results of this analysis with other companies
•  Refine the “ROI” model of such a project, with specific metrics to
   assess the improvement of a company innovation capabilities
•  Develop a sound innovation leadership model, as the “Energise”
   network seems not really effective
•  Develop a “social analytics” (software) module that can
   automatically present a network view of the interaction that are
   happening on (internal) communities




             Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 28)
People connections from discussion threads




                                                          Nodes are sized by activity (posts
                                                                         made or received)
                                           This map can be used to assess how and where executive engagement is
                                                                                                      happening
           Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 29)
Idea Affinities

       Maps like this can
characterise the ‘crowd’
 effect. Which cluster of
      ideas are getting a
     quorum of support.




The map shows how ideas are connected based on the number of common people
                          commenting on the idea

                      Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 30)
Organizational X-Ray


Improving the innovation process with
informal networks

London, 8.7.2011

Andrea Pesoli @anpesoli
andrea.pesoli@open-knowledge.it
Open Knowledge




                              Our mission
                              Bringing the enterprise 2.0 paradigm and
                              technologies inside the organization to accelerate
                              performance

                              Improving the business potential by nurturing
                              employee participation, customer engagement, open
                              innovation

       Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 32)

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Improving the innovation process with informal networks

  • 1. Organizational X-Ray Improving the innovation process with informal networks London, 8.7.2011 Andrea Pesoli @anpesoli andrea.pesoli@open-knowledge.it
  • 2. Agenda •  Overview & Methodology •  Key findings •  Next steps Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 1)
  • 3. Project overview •  Organizational network analysis was used to study knowledge and innovation flow in a leading domestic appliances manufacturer and distributor (with operations in 26 countries) •  The ONA was conducted across across selected parts of the company to principally identify target communities to support the implementation of an Idea Management platform and - ultimately - the achievement of superior innovation performance •  A secondary objective was to identify opportunities for improved communication and engagement across the organisation Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 2)
  • 4. Innovation from a network perspective Explore Evaluate Engage Exploit Broad based scanning of the New ideas or inventions necessarily need to Finally, for those chosen environment, looking for new progress through an acceptance filter which initiatives the task is then to innovation opportunities is usually in the form of management convert the ideas into a acceptance and approval to invest in an deliverable solution or idea’s progression product from which a business benefit is gained. Lock Lee L., Kjaer C., “The 3 E’s of Innovation: A Networking Perspective”, 2007 Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 3)
  • 5. ONA Demographics •  Number of nodes: 3397 •  Overall response rate: 59% (1988 respondents) Age Tenure Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 4)
  • 6. Target population by Country 10 250 500 1500 Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 5)
  • 7. Response rate (WorldWide) 20% 40% 60% 80% Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 6)
  • 8. The 5 proposed survey questions •  These five questions are aimed at identifying people that you believe play strong innovation roles. Relationship Survey Intensity/Frequency 1. From time to time Of all of your contacts, who do you think is a source of 2. Good source Explore new ideas? 3. Prolific source 4. Outstanding source 1. Fair judge 2. Insightful judge Evaluate Who could be a good judge of the potential of an idea? 3. Good judge 4. Excellent judge 1. Rarely consider Who could help you influence management to support 2. Might consider Engage or invest in a new idea? 3. Likely choiche 4. Definite choice 1. Rarely consider When an idea has gained management approval, who 2. Might consider Exploit would you choose to be involved in its execution/ 3. Likely choiche making sure it works? 4. Definite choice 1. Rarely consider Of all of your contacts, which ones tend to energise 2. Might consider Energise and motivate you most? (in terms of coming up with 3. Likely choiche new ideas and implementing them) 4. Definite choice Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 7)
  • 9. Agenda •  Overview & Methodology •  Key findings •  Next steps Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 8)
  • 10. Network overview Evaluate Explore Engage Density Ties Average Compactness Density Ties Average Compactness Density Ties Average Compactness (0-1) distance (0-1) distance (0-1) distance 0.0012 9657 8.446 0.030 0.0011 6614 9.053 0.012 0.0010 5749 8.433 0.008 Energise Exploit Density Ties Average Compactness Density Ties Average Compactness (0-1) distance (0-1) distance 0.0014 7859 9.463 0.030 0.0010 5303 11.553 0.007 Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 9)
  • 11. Network overview – Unit contribution for each network Filtered networks: as presented below Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 10)
  • 12. Explore Network Of all of your contacts, who do you think is a source of new ideas? Tie strenght: > 2 Indegree: > 10 UK Russia Turkey France Portugal Italy Italy AFC 2% Head 0% HR 1% Industrial 13% Marketing 6% R&D 29% Sales 35% France Service 3% Supply Chain & IT 9% Poland Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 11)
  • 13. Engage Network Who could help you influence management to support or invest in a new idea? Tie strenght: > 2 Indegree: > 7 Russia Turkey Spain Italy UK Poland AFC 4% Head 1% UK HR 2% Industrial 17% Marketing 6% R&D 27% Sales 32% Service 3% Supply Chain & IT 8% Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 12)
  • 14. When an idea has gained management approval, Exploit Network who would you choose to be involved in its execution/making sure it works? Tie strenght: > 2 Indegree: > 8 Italy Poland France Italy UK Turkey UK AFC 2% Russia Head 1% HR 2% Industrial 13% Marketing 4% R&D 41% Portugal Sales 26% Service 2% Supply Chain & IT 8% Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 13)
  • 15. Focus Explore on IDD, Marketing and Product Technical Tie strenght: > 2 Indegree: > 3 Poland Russia Italy Turkey Poland Italy Italy Italy UK Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 14)
  • 16. Exchange Analysis: identify potential Demand vs Supply gaps “A” nominates “B”, who provides A with critical information A B Demand Supply “A” creates a demand for “B” supplies value to “A” value on “B” Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 15)
  • 17. Supply/Demand – Explore (unit) Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 16)
  • 18. Share of Interactions – Explore (unit) !".0))+$.-%2($+!-0&(-&,+$&%,-0&%2()%$*+,6 !".0))+$.-%2(%$+%($466-%&(1+'(9(%6-%&($+76 << This unit is supplying to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his unit is demanding to >> ! !"#$%&'()%$*+,-&! => => => => => => => => => => => => => => => => => => => => !""# => => => => => => => => => => "# !"./%-$)%&(011-.+ => $%# => => => => => => ?> => &'# @> => => => => => => => => => => => => => => => => => ?> => ! !"./-+1(.0))+$.-%2(011-.+ => => => => => => => !""# => => => => => => => => => => => => => => => => => => => => => => => $% !"./-+1(+3+.4,-5+(011-.+ => => => '$# @> A> B> B> C> => C> => B> B> => => => B> => B> D> => => => B> => => => A> @> B> "$$ !".0))+$.-%2(%$+%(+%6,(+4$07+ => => => => %"# => B> => C> => B> => B> @> => C> => => => => C> => B> B> => => => => @> A> => "&& !".0))+$.-%2(%$+%(-,%28 => => => => => %(# => => B> => B> => => => => => => C> => => @> B> => => => => => => E> B> => !'% !".0))+$.-%2(%$+%($466-%&(1+'(9(%6-%&($+76 => => => => => => ))# B> => => => => B> => E> B> => => => => C> => B> C> B> => => => => ?> C> #&' !".0))+$.-%2(%$+%(4*(9(-$+2%&' => => => => => B> => *$# => => => => => => => => => => => => B> => => => => => => => B> C> B> #(% !".0))+$.-%2(%$+%(:+6,(+4$07+ => => => B> B> B> => => %(# => B> => => => => => => => => => A> => => => => => => => ?> B> => ! !".0))+$.-%2($+!-0&(-&,+$&%,-0&%2()%$*+,6 => => => => => => => => => => => => => => => => => => => => => => => => => => => => => => => !$# !"1-&%&.+ => => => B> C> C> B> C> B> => '%# B> B> C> => C> => B> => => F> => B> B> => => => => B> F> B> % !"!+&+$%2(.04&6+2(9(.0)7%&8(6+.$+,%$8 => BF> => => => => => => => => ++# ++# => => => => => BF> => => => => => => => => => => => => => () !"/4)%&($+604$.+6 => B> => B> ?> => B> => B> => B> => '$# => => C> => => => => F> => B> => => C> @> => => A> E> ")' !"-&'46,$-%2(%$+%(-,%28(9(,4$*+8 => => => => E> => => => => => B> => @> ''# => B> => B> => => => => @> E> @> => B> => B> A> C> "'! !"-&'46,$-%2(%$+%(2-7+,6* => => => => => => B> => => => => => B> => %(# => => => => => => => => F> C> => => => => => E> !** !"-&'46,$-%2(%$+%(702%&' => => => => B> => => => => => B> => C> B> => %(# => B> => => => => @> A> C> => => => => B> B> ! !"-&'46,$-%2(%$+%;($466-%(9(4* => => => => => => => => => => => => => => => => => => => => => => => => !""# => => => => => => !)" !"-&&05%,-0&(9('-!-,%2('+6-!& => => => => => => => => => => => => => => => B> => %'# => => C> => B> @> A> B> B> => B> B> B> ! !"-&,+$&%,-0&%2(,+./&-.%2(%11%-$6 => => => => => => => => => => => => => => => => => +%# => => &$# => B@> B@> B@> => => => => => => ! !"20!-6,-.6 => => => => => => => => => => => => => => => => => => => => => => => => => => => => => !""# => %( !")%$*+,-&! => => => => C> A> => C> A> => B> => B> => => => => BB> B> => '&# B> E> B> A> => B> => => => => # !"07+$%,-5+()%$*+,-&! => => => => => => => => => => => => => => => => => => => => '*# +!# => => => => => => => => => '' !"7$0'4.,(,+./&-.%2(.00*-&! => => => => => => => => => => => => => B> => @> => D> => => A> => ))# B> B> => B> => B> B> => !"" !"7$0'4.,(,+./&-.%2(.002-&! => => => => C> => B> => => => => => => ?> B> @> => E> => => B> => => %!# => => => => => B> => !(* !"7$0'4.,(,+./&-.%2(2%4&'$8 => => => => B> => => => => => => => => => => => => E> => => C> => => => %'# @> => => => => B> !! !"7$0'4.,(,+./&-.%2(2%4&'$8(9('-6/(.%$+ => => => => => => => => => => => => => => => => => F> => => => => => => %&# F> E> => => => => #& !"<4%2-,8 => => => => B> => => F> => => => => => C> => B> => ?> => => A> => @> F> G> B> $+# => => @> C> ! !"$466-%&(1+'+$%,-0&(9(%6-%&($+74#2-.6 => => => => => => => => => => => => => => => => => => => => => => => => => => => => => => => *$ !"6+$5-.+ => => B> B> A> B=> => A> BC> => B> => => => B> => => @> => => @> B> B> B> C> => @> => $"# ?> C> "#& !"647728(./%-&(9(-&10$)%,-0&(,+./&020!8 => => => => C> B> => C> B> => @> => C> @> C> B> => A> => => A> => B> @> @> => C> => B> '&# C> *! !",+./&-.%2(%&'(-&'46,$-%2 => => => => => => => C> => => B> => @> C> C> @> => C> => => B> => => C> BA> => B> => => B> '+# Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 17)
  • 19. Searching for outliers... 0 10 20 30 40 0 10 20 30 40 explore 0.85 0.79 0.78 0.82 20 0 ● 10 20 30 40 ● ● ● ● ● ● ● ● ●● 0.91 0.88 ● ● ● 0.72 ●● ● ● ●● ● ● ● ● ● ● ● ● ● ● ● ● ●●● ● ● ● ● ● ● ●● ● ● evaluate ●●● ●● ● ● ● ● ●● ● ● ●●●●●●● ● ● ● ● ●●●●● ● ●●● ● ●●●●● ● ●●● ●●● ●● ●● ●●●●●● ●●●●● ● ● ●●●● ● ●●●● ●●●●●●● ●●●● ● ●●● ●●● ●●● ●●●●● ● ● ●●●●● ● ●●●● ●●●●●● ●●●● ●●● ● ●● ●●● ● ●●●●●● ●●● ●●● ●● ●● ●●● ●● ●● ● ●●● ● ● ●● ●●● ●● ●●●●● ● ●● ● ●●● ● ●●● ● ●●● ● ●●● ● ●● ●●● ●●● ●● 0 ● ● ● ● ● ● ● ● ● ● ● ● 30 ● ● ● 0.85 ● ●● ●● ● ● ● ● ● ● ●● ●● ● ●● ● ● ● ● ● ●● ● ●● ● ●●●● ● ●● ● ● ● ●●● ● ● ● ● ● engage 0.69 ●● ● ● ●● ● ● ●● ●● ● ● ●● ●●●● ●● ● ●●● ●● ●● ● ● ●● ● ● ● ● ● ●●●● ● ●●●●●● ● ●● ● ●●●● ●● ●●● ●●●●● ● ●●●● ●● ●● ● ●●● ● ● ●●●●●●●●● ●●● ● ● ●●● 10 ●●●●●● ●● ●● ● ●●● ● ●● ● ● ●● ●●●●●● ● ●●●●● ●●●● ● ●●● ●●●●●●● ●●●●●●● ●●●●● ●●●●●● ● ●●●● ● ●●● ●●●●●●● ● ●●● ●●●●● ●●●●●●●● ●●●●● ●●●● ●●●● ●●●● ●●●●● ● ●●● ●●●●●●● ● ●● ●● ●●●● ●●●● ● ●● ● ●●●●●●● ● ●●●●●● ● ●●●●●● ●●●●● ●●●● ● ●●● ●●●●●● ●●●● ●●●●● ●●●●●● ● ●●●● ● ●●●●●● ●●● ● ● ●●●● ● ●● ●●● ● ●● ● ●● ●● ●● ●● ●● ● ●● ●● ●●●●● ● ●● ●● ●●● ●●● ●● ●● ●●● ●● ●●●●●● ●● ● ●●● ● ●● ●● ● ●● ●● ● ●● ● ●●●● ●● ●● ●● ●● ●● 0 ● ● ● 30 ●● ● ● ● ● ●● ● ●● ● ● ● ● ●● ● ●● ● ●● ●● ● ●● ●● ● ● ● 20 ● ● ●● ● 0.71 ●● ● ● ● ● ● ●● ● ● ● ●● ● ● ● ●●●● ● ● ● ● ●●●● ● ●●●●●●● ● ● ●●●●● ● ● ● ● ● ● ● ● ● ●● ● ● ● ● ● ●● ● ● ● ●● ●●●●● ●●●● ● ●● ●● ● ● ● ● ●●● ● ● ● ●● ● ●●●● ● ● ● ● ● ●● ●●● ●●●●● ● ● ●●●●●●●●● ● ●● ● ● exploit ●●●●●●● ● ● ●●●●●●● ● ●●● ● ●●●●●● ●● ● ●●● ●●●●●●●●●● ●● ●● ●●●●●● ●●● ●● ●● ● ●●●●● ● ● 10 ●●● ● ● ●●●● ● ●●●●●●● ● ●● ● ● ●● ●● ●●●●● ●●●●●● ●● ● ●●●●●●● ● ●●●●● ●●●●●● ● ●●●●● ●●●●● ●●●●● ●●●● ●●●● ● ●●●●●●● ●● ●●●●●●●● ●●●●● ●● ●● ●●●●●● ●● ●●●●●●●● ● ●●●●●● ●● ●● ●●●●●●●●●● ● ●●● ●● ● ●●●● ● ●●●●● ● ●●●● ●●●●● ●●●● ●●●●● ●● ●●●●●●● ● ●●● ●●●●●●● ●●●●●●● ●● ●●●● ●●●●●●● ●●●●●● ● ● ●● ●●●● ● ●●●●●●● ● ●● ●●●●● ●●●●●●●● ●●●●● ● ● ●●●● ●●● ●● ●● ●●● ●● ● ●● ● ●● ●● ●●●●●●●● ●● ●● ●● ●●●●●● ●● ●●●●● ●●●●● ●● ● ●●●●●●● ●●● ●●●●●●●●●● ● ●● ●● ●●● ● ●●●●● ●●●● ●● ●● ●●●●● ● ●●● ● ●●●● ●● ●● ● ●●●●●●● ●● ●●●●● ● ●●●●●● ●●●● ● ●●●● ●●●●● ● ●●●●● ●●● ●● ●● ●●●●● ● ●●● ● ●●●●● ●●●● ●● ●● ●● ●● ●● ●● ●●● ●● ●●● ● ●● ●● ●● ●● ●● ●● ●● 0 ● ● ● ● 30 ● ● ● ●● ● ●● ● ● ● ● ● ●● ●● ● ● ● ● ● ● ● ● ●● ●● ● ● ●● ● ● ● ● ● ● ● ● energise ● ● ● ● ● ● ●●●●● ● ● ● ● ● ● ●● ●●● ●● ● ● ● ● ● ●● ● ● ●● ● ● ●●●●● ●●● ● ● ● ● ● ●● ●● ●●● ●●●●●● ●●● ● ● ●● ●●●●●●●● ● ● ● ● ●● ● ● ●● ● ● ● ● ● ● ●●● ● ● ● ● ●●●●● ● ● ●●●● ● ● ● ●●●●● ● ● ●●●●● ●● ●●●●●●● ● ● ●●●● ● ● ● ●● ●● ● 10 ●●●●● ●● ●●●●● ● ● ●●●● ● ●●●● ● ● ●●●●● ● ●●●● ●●●●●● ●● ● ●●● ● ●●●●●● ●● ● ● ●●●●●●●●●● ● ●●●●● ●● ●● ● ● ●●●●●●●●● ●● ●●●●● ●●●●●●● ● ● ● ●● ● ● ●●●●●●● ●●●●● ● ●●●●● ● ●● ●● ● ●●●●● ● ●●●●●● ●● ●●●●●● ●● ●●● ● ●● ●●●●●● ● ● ●●●●●●●●● ●●●●●●●● ● ●● ●●●●●● ●●●●●● ●●●●●●● ● ● ●● ●●●●●● ● ● ●●● ●●●●●●● ●●●●● ● ●● ●●●●●● ●● ●●●●●●●● ●● ● ●●●●●●●●● ●●●●●●● ● ●●●●● ● ● ● ●●●●●● ●●●●●●●●● ●●●●●● ●● ●●●●● ● ●●●● ● ● ●● ●●● ●●● ●●●●● ● ●●●●●● ● ●●●●● ●●●●● ● ●●●●●●● ● ●●●●●●● ●● ● ● ●●● ●●●●●●● ●●●●●● ● ●●●●●● ●●●●● ●●●●●● ● ●●●●●● ●●●● ● ●●●●●● ● ● ●●●●● ● ●●●●● ●●●●●● ●● ●●●● ●● ●●● ●●●●● ● ●● ●●● ● ●● ● ●● ●●●●● ●●● ● ●● ●● ●●●●●● ●● ●● ●● ●● ● ● ● ●●●●● ●● ●● ●●● ●●●●● ●●● ●● ●● ●●●●●●● ● ●●●●●●● ●●●●●●● ●●●●●● ●●●●●●● ● ●● ●●● ● ●●●●● ●● ●● ●●● ● ●● ●● ●● ●● ● ●● ●●● ●● ●● ●●●● ●● ●● ● ●●● ● ●● ● ●●●●● ●● ●●● ●● ●●●●●●● ● ●●●●● ●● ●● ●● ● ● ● 0 0 20 40 0 10 30 0 10 30 Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 22)
  • 20. Key player for the “explore” and the “engage” phase Mencarini Adriano Dag Turgay Dalla Torre Barbara 40 50 Meloni Maria Grazia unitAg 40 35 a AFC unitAg Faraon Diego a Head AFC Head Farinelli Gianluca a HR Faraldi Paolo evaluate 30 HR a Industrial explore Industrial Marketing Perticaroli Cristina a Marketing R&D 20 Sales 30 a R&D Service Supply Chain & IT Frattesi Stefano a Sales a Service 10 Pracchi Pier Andrea a Supply Chain & IT Sablin Sergey Nikolaevich Praolini Paolo Pecci Laura 0 25Mazzucato Franco 0 10 20 30 40 Golecki Pawel evaluate Santarelli Enrico Milone Davide Dobson Alistair Goldsmith James Bartocci Luigino Bartocci Massimo 20 Bartoccetti Pietro Colciago Luca 25 30 35 40 45 50 explore Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 23)
  • 21. Selecting the best people Explorers Evaluators Engagers Energisers Leader Broker Leader Broker Leader Leader 100 25 25 25 50 25 We look at the Explore phase in Evaluators help validate The ‘Engage’ phase is the two ways. early stage ideas. critical phase where promising ideas need to The first is looking at how well the The look both for the engage management ideas people are connected key evaluators (leaders) support for progression. All (leaders). and at those who can countries/BUs must be “bridge” this network present. We also look for people that (brokers). “bridge” diverse communities and Energisers encourage are therefore best placed to others by strength of their facilitate breakthrough innovation character or achievements (brokers). All countries/BUs must be present. Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 24)
  • 22. Agenda •  Overview & Methodology •  Key findings •  Next steps Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 25)
  • 23. Wrapping up •  The ONA has been able to identify key roles and individuals that are best placed to facilitate a significant improvement in innovation success •  Together with the upcoming implementation of the Idea Management platform, we believe that this community of innovation brokers and proponents can bridge the Explore/Exploit divide to ensure future innovation success •  The analysis also succeeded in providing insights on how performance improvement can be achieved through targeted efforts to align the actual organization with the informal collaboration networks. Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 26)
  • 24. Innovation can be “social” too! Ideas are posted on the community, get commented and voted Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 27)
  • 25. Next steps •  Compare the results of this analysis with other companies •  Refine the “ROI” model of such a project, with specific metrics to assess the improvement of a company innovation capabilities •  Develop a sound innovation leadership model, as the “Energise” network seems not really effective •  Develop a “social analytics” (software) module that can automatically present a network view of the interaction that are happening on (internal) communities Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 28)
  • 26. People connections from discussion threads Nodes are sized by activity (posts made or received) This map can be used to assess how and where executive engagement is happening Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 29)
  • 27. Idea Affinities Maps like this can characterise the ‘crowd’ effect. Which cluster of ideas are getting a quorum of support. The map shows how ideas are connected based on the number of common people commenting on the idea Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 30)
  • 28. Organizational X-Ray Improving the innovation process with informal networks London, 8.7.2011 Andrea Pesoli @anpesoli andrea.pesoli@open-knowledge.it
  • 29. Open Knowledge Our mission Bringing the enterprise 2.0 paradigm and technologies inside the organization to accelerate performance Improving the business potential by nurturing employee participation, customer engagement, open innovation Open Knowledge srl – Organizational X-Ray: improving the innovation processs 07/2011 (p. 32)