Managers can translate a myriad of relationship ties into maps that show how the informal organization gets work done (Krackhardt, Hanson, 1993)
Losing an employee can range from tens of thousands of dollars to 2x annual salary. Find out lost engagement with looking informal networks over time.
The ROI study found that a significant improvement in communication levels is associated with an increase in market value of up to 29.5% (The Watson Wyatt ROI study)
"Ensuring new hires understand the shadow or informal part of the organization through the use of tools such as network maps." (Jon Katzenbach, Senior Partner of Booz & Company, author of The Wisdom of Teams).
"Change efforts that largely ignore these essential but invisible networks—fail at least two-thirds of the time." (Cross et al., McKinsey Quarterly, 2007)
"Networks are important for innovative projects because it is often not possible to identify what kind of skills will be needed in the course of the project at the outset." (Bettina von Stamm)
With ORGTEST software, you can visualize and analyze your organization's informal networks in following steps:
Select participating employees (some departments, offices or whole organization?)
Define a type of communication you are trying to understand
Set up a survey
Visualize the results
Analyze and find insights
ORGTEST software leverages decades of research published in top journals by top researchers at top universties.
Krackhardt, D. and Hanson, J.R., 1993. Informal networks: The Company Behind the Chart. Harvard business review, 71(4), pp.104-111.
Burt, R.S., 1997. The contingent value of social capital. Administrative science quarterly, pp.339-365.
Borgatti, S.P. and Cross, R., 2003. A relational view of information seeking and learning in social networks. Management science, 49(4), pp.432-445.
Rank, O.N., Robins, G.L. and Pattison, P.E., 2010. Structural logic of intraorganizational networks. Organization Science, 21(3), pp.745-764.
Battilana, J. and Casciaro, T., 2013. The network secrets of great change agents. Harvard Business Review, 91(7), pp.62-68.