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TNR2013 Rob Cross, Where Has the Time Gone Addressing Collaboration Overload in a Networked Economy
1.
Collaborative Efficiency: A Critical
Dimension of Network Effectiveness
2.
Page 2© 2013
Activate Networks Formal Structure Sutherland Sm ith C rossley D hillon Zaheer Keller Angelo Schultz C ordoza Klim chuck M itchell M cW atters M yers R am irez Avery M ares H opper H ussan M ilavec W aring Informal Structure Networks are often under-appreciated in comparison to the formal structure. Exploration & Production Zaheer Schultz Mitchell Klimchuck Angelo Keller Smith Geology Dhillon Myers Petrophysical Crossley Exploration Avery Cordoza Sutherland Ramirez Drilling McWatters Waring Production Hussan Reservoir Hopper Production Milavec Senior Vice President Mares
3.
Page 3© 2013
Activate Networks Networks are often under-appreciated in comparison to the formal structure. S u th e rla n d S m ith C ro ssle y D h illo n Z a h e e r K e lle r A n ge lo S ch u ltz C o rd o za K lim ch u ck M itch e ll M cW a tte rs M ye rs R a m ire z A ve ry M a re s H o p p e r H u ssa n M ila ve c W a rin g Informal Structure What are the downsides to organizational or individual performance of too many Mitchells? Matrix based structures or many collaborative tools don’t account for imbalances in network connectivity.
4.
Page 4© 2013
Activate Networks Executive Director Director 1 Director 2 Director 3 Director 4 Associate Director 1 Associate Director 2 Associate Director 3 Associate Director 4 Associate Director 5 Associate Director 6 Portfolio Lead Admin Formal Restructuring and Network Overload 18 DR 9 DR 0 DR 9 DR 11 DR 9 DR 8 DR 12 DR 0 DR 9 DR 2 DR 11 DR 65 Informal Collaboration: Including direct reports, how many others indicate this person is an important source of information and collaboration? 105 75 75 66 73 41 92 Key Overloaded Individuals: would reducing span of control to 8 DRs help enough? More may be needed Greater Access: What % of collaborators indicate greater access would be helpful or crucial? 18% 32% 25% 23% 20% 15% 22% 36% Others seem to be doing well; maybe the solution is unit-specific and not one-size-fits-all? Subject Matter Experts: Adding DRs can derail their ability to positively impact org. 95 14%
5.
Page 5© 2013
Activate Networks Too often the things that make you successful – being accessible, a problem solver, etc – become career de-railers at the next level of responsibility • His effectiveness suffering… •Health problems (overweight, high cholesterol, pre-diabetic). •Family problems (stress of work came into home life). •Interactions at work becoming more toxic. •Subordinates intimidated and over- prepping. •Peers though he was becoming an A*(%)hole. • His group’s performance was suffering… • Many people on the fringe were disheartened by missed opportunities. • Several geographies were extremely disconnected. • Top team had significant blind spots into key functions. • Churn and gridlock on increasingly routine decisions. Meet Scott P.
6.
Page 6© 2013
Activate Networks Scott initially focused on structural drivers of overload – informational requests and routine decisions that he did not need to be involved with Project management: travel approvals, capital approval, budget, manuscript clearance forms, project strategy, etc Capital requests and justifications Alliance and collaboration management decisions (confidentiality agreements, milestone payments, etc.) IT and data systems: data management, tools, reporting, workflow, data processing Performance review and planning processes that were non-developmental. Experimental planning, protocols, setup and design. Technical planning and technical alignment.
7.
Page 7© 2013
Activate Networks He also focused on behaviors – things he did that created network reliance/overload • Sent employees to meetings he had been attending to either be “in the know” or protect his group. • Began to ask more questions (and answer fewer) while connecting people around him in the network. • Was more selective on problems that he jumped into to help others solve. • Became more cautious in improving employees’ plans (don’t do if not more than 25% impact). • Focused on addressing conflict earlier so that problems did not manifest deep into the network. • Began using a blog to communicate certain ideas more consistently.
8.
Page 8© 2013
Activate Networks What Practices Promote Efficient Collaboration In Your Organizations? Five Minutes In Small Groups: Identify three things you (or others) do to efficiently manage collaborative demands and be prepared to share one from your group. Think broadly about things like: • Technology use (e.g., norms on email, use of collaborative tools, etc.) and mis-use (e.g., do you move off email when sensing mis-alignment), • Meeting planning (e.g., purpose, agenda, etc.), communication (who is invited and prep, who is legitimately excused, etc.) and process, • Shifting routine decision approvals or information requests (e.g., pushing info requests to others, documentation, blogs etc.), • Building bench strength and legitimacy of others in the network (e.g., taking them to meetings early so they can sub for you later) and keeping them from pushing you back into central position by empowering. • Checking your own tendencies (e.g., jumping in too early to solve problems, handling bad news poorly, addressing conflict early, etc.).
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Activate Networks Structural: 1. What routine decisions are you involved in (such as travel approvals, hiring or promotion decisions, and small capital expenditures) that could be reallocated to less-overloaded people or embedded in a policy? 2. What information are you routinely sought for that could be made available through others or on web sites? 3. What portions of your role could you shift to people deeper in the network as a developmental opportunity for them? 4. Do people around you filter and focus inquiries to ensure that issues reaching you are targeted to expertise you currently hold (and not what made you successful in the past)? 5. Do you have buffering mechanisms (e.g., administrative assistants or calendaring rules) that encourage collaborators to be focused and efficient when they meet with you? 6. Do you employ periodic meetings to build vision and coordination (vs. too many fragmented interactions that result in lost information and lack of alignment)? 7. Are you clear about what will be decided and who must be present at meetings you run (and so relieve optional participants of the need to attend “just in case”)? Are You An Efficient Collaborator? (Ways of Promoting Efficiency Around You)
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Activate Networks Behavioral: 1. Do you drive too many decisions back to you by signaling (intentionally or not) that you need to be in the loop? Can you create connections around or beneath you? 2. Are you too responsive or quick to help and so an easy outlet for people with problems? 3. Are you creating too great a reliance on you in expertise domains that have become less central to your success now and in the future? Can you remove yourself from meetings or use them as a way to develop key talent around you? 4. Do you hold people accountable for lack of execution (in as positive a way as possible)? 5. Do you act quickly to correct collaborative problems before they escalate? 6. Do you make decisions when you should – even in the face of ambiguity or less than perfect information – so that you are not creating churn by asking others to un-necessarily study an issue further? 7. When you make suggestions on employee’s work, do you focus on changes that will yield significant (>25%) improvements? 8. Do you co-create solutions with employees such that they take ownership and need less vision and motivational interactions with you over time? 9. Do you go face-to-face for high-stakes interactions and thereby reduce the need for follow-up meetings by discovering and addressing subtle signs of dissent or mis-alignment early? 10. Do you switch from email to direct contact early when you see signs of misunderstanding? Are You An Efficient Collaborator? (Ways of Promoting Efficiency Around You)
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Activate Networks Network Overload Is An Increasingly Common Career De-railer The Over-Loaded Leader or Expert Issue: Intentionally or unintentionally creates heavy reliance on self. Uses own time – and others – inefficiently Outcome: Personal burnout, the organization’s network is too slow to respond to threats or opportunities, innovation and decision making can stall Decisions/Info You Can Shift Behaviors You Can Alter
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Activate Networks Step 1: Identify Overload Points Driving Network In-efficiencies Due To Style/Personality or Role. Example: 71 people identified Person 1 as an effective source of info and 27 responded that greater access to him is critical to improving their effectiveness. Many of the people to whom others desire more access are also effective sources of information. This is likely driven by two issues: – Structural: Requiring re- allocation of decision-rights, information access and role. – Personal: Requiring development of alternative expertise and potentially coaching. Scatterplot based on: • Information: Effective interactions • Access: Greater access would improve my efficiency Person 1
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Activate Networks Decreasing Relational Load Is Important For BOTH Performance and Well-Being At Work 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 0% 10% 20% 30% 40% 50% %ofColleaguesRatingtheIndividualasan EffectiveSourceofInformation % of Colleagues Desiring Greater Access
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Activate Networks Step 2: Identify And Remove Routine Informational or Decision- Making Interactions (e.g., Travel Approvals). Operations • Demand / capacity analysis of FTEs • Resource accessibility/request for support • Resourcing of projects/initiatives • Regulatory affairs and decisions • Travel Requests Expertise • Best practices & historical view • Drug metabolism • External grants and collaborations • Modeling and simulation • Clinical protocol HR Policies • Hiring • Personnel decisions • Talent management • Conflict management • Compensation, employee status Project Management • Approach to protocol design • Scientific project execution • Consistency on analytical approach • Communication updates • Preparing presentations
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Activate Networks •Drafted guides on overall decision-making principles and practices. Embedded routine decisions or focused on new “go to” people. •Dramatically reduced numbers and sizes of committees (e.g., consolidated pricing and distribution committees). •Meeting management practices. •A cultural and behavioral change program demanded individual accountability and reduced the cost of inclusion/sense of entitlement. •Leaders encouraged risk taking amongst well- positioned experts in the network. Number of hours employees reported spending with... 4941 4822 2835 2378 1116 0 1000 2000 3000 4000 5000 6000 Input providers Advice providers Those who "needed to know" Decision makers Those who "wanted to know" 60% Step 2: And Consider Cultural Drivers of Over-Inclusion
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Activate Networks Step 3: Address Collaborative In-Efficiencies Accruing Around Roles and Low Performers Within Roles Number of times individual produced value in collaboration with colleague Total Interaction time Organizational Lead Project Manager Less Effective Employees Just Helping The 20 Least Effective Employees To Become Average Yields Savings of 38 FTEs
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Activate Networks Improving Collaborative Efficiency – Bio Tech Example • ONA at R&D department of major global biotech company revealed that first-line leaders varied considerably in collaborative efficiency • Senior leadership saw opportunity to improve collaboration practices amongst least efficient first-line leaders • Without senior management present, all first-line leaders were gathered for a morning-long workshop to discover and share best practices • Highly efficient first-line leaders were paired with least efficient first-line leaders (without their knowledge) and asked to find 3-5 collaboration practices that differed between them • Each pair then focused on the one collaboration practice that they felt was most valuable to share with the group, and produced guidance that was then shared with all at the workshop • In a freeform discussion at the end of the workshop, many participants could point to 5-10 things they would do differently and some admitted they had never appreciated how their interaction habits influenced others
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Activate Networks Wrap Up & Discussion Collaboration is critical but does impose a real and growing cost to employees and organizations. We are obviously just beginning to think about this in our research – what directions do you think we should pursue with these ideas?
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Activate Networks Proportionately More Efficient People Proportionately Less Efficient People If people who are proportionately less efficient improved to the average time per interaction, just over 10 FTEs would be gained in this group of 109 People. Role with the Highest # Hours Spent in Internal Interactions 0 20 40 60 80 100 120 0 10 20 30 40 50 60 # of Incoming Ties Total#HoursinIncomingInteractions Avg Time = 1.9 hrs/tie Proportionately more efficient Proportionately less efficient Name Avg Time In (hrs/wk) # Incoming Ties Incoming Time (hrs/wk) Joseph 9.00 2.00 18.00 Kathy 8.17 3.00 24.50 Mauricio 5.75 8.00 46.00 Matthias 4.86 7.00 34.00 Suzanne 3.71 7.00 26.00 George 3.50 12.00 42.00 Jorge 3.35 10.00 33.50 Tamara 3.12 17.00 53.00 Peter 2.60 10.00 26.00 Louis 2.50 16.00 40.00 Juan 2.41 35.00 84.50 Sameer 2.30 22.00 50.50 Name Avg Time In (hrs/wk) # Incoming Ties Incoming Time (hrs/wk) Isabella 1.11 22.00 24.50 Roman 1.07 7.00 7.50 Ray 1.02 21.00 21.50 Jeffrey 1.02 51.00 52.00 Jose 1.00 16.00 16.00 Rosita 1.00 4.00 4.00 William 0.97 54.00 52.50 Hunter 0.96 54.00 52.00 Ajay 0.90 10.00 9.00 Pranab 0.90 5.00 4.50 Grace 0.86 11.00 9.50 Carlos 0.77 11.00 8.50 Luke 0.72 16.00 11.50 Step 3: Address Collaborative In-Efficiencies Accruing Around Roles and Low Performers Within Roles
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Activate Networks How We Best Help Organizations Address This Problem With Network Analytics? In a typical work week what percent of your time do you spend on the following three activities: • On the phone, • On email and • In meetings – virtual or face to face. Collaboration overload is a big problem with implications for efficiency, innovation and well-being at work. How should we best study this together?
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Activate Networks Senior VP Time Per Interaction 1.2 1.5 1.7 2.1 2.4 2.5 Jr Analyst 30.2 25.9 17.0 15.4 10.4 9.4 2.6 2.8 33.6 29.6 Avg Incoming Time Per Person A Second Way To Focus On Formal Structure Is By Diminishing The Impact Of Hierarchical Decision-Making Solutions can take many forms: • Reducing formal approval layers • Revising committee or governance structures • Leadership training and accountability for timely decision- making • Cultural change programs fighting over-inclusiveness
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