Organizational Network Alignment Kent Myers, PhD Science Applications International Corp.
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Transcript of Organizational Network Alignment Kent Myers, PhD Science Applications International Corp.
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Organizational Network Alignment Kent Myers, PhD Science Applications International Corp. Slide 2 SlackRobust WeakBrittle Potential High Low Performance Low High Aligned Alert Agile Adaptive Directed Alert Agile Adaptive Slide 3 PEOPLE FORMAL ORGANIZATION CULTURE CRITICAL TASKS STRATEGY ENVIRONMENT 1 2a 2b 3 4 5 6 78 0 Others (influence) Wholes (appreciation) Self (control) Three reflections Slide 4 Unpacking the Network Link: Sub-Links 0t Accurate perception of and support for others intention 1t Effective incorporation of partner role and transactions (repeat for each network pair) Strategy Critical tasks A Strategy Critical tasks B 0t 1t Slide 5 Role Forces Change Forces Movin g Towar d Movin g Away Lagging Leadin g A partners state Three classes of expectations define: - a containment region for an organization - a position of maximum alignment Local role Global role Local change Global change Contribution Relationship Interaction Forces The networks state Unpacking the Network Link: Forces Slide 6 Measuring the Network Link: Questions Slide 7 Measuring the Network Relationship: Indexes Slide 8 Appropriate tension, not maximum alignment Non-discrepant viewpoints of situation Weakness not concentrated in a factor Weakness not excessive in an indicator Alignment seeking Better on weighted factors Measuring the Network Relationship: Criteria Slide 9 A Network Alignment Assessment Project Slide 10 NAVSEA NAVMAC NAVSUP NAVAIR SPAWAR Logistics Manning Training Maint. Support Nodes CNSF Pillars Ships OPNAV BUPERS A Surface Enterprise domain, recast as 6 nodes of an organizational network Slide 11 Slide 12 Slide 13 Web survey Likert Scale Questions Free text responses Slide 14 Interview strategies START WITH PERSONAL EXPERIENCES OF SUCCESS Often, nobody has ever asked. Establishes an open, creative, participative posture. Examples: - When have you felt most energized in your role, here or elsewhere? - What is the most significant change, innovation, or transition you were a part of. - What relationships or project teams have worked especially well together, in terms of serving, adapting well, leading others in needed change. WHATS WORKING TODAY Ask about strengths; they will supply the constraints Consider what somebody else said that you are genuinely uncertain about Ask about what they know, and you can often connect it back to broader alignment issues Focus on cycles, evolutions, innovations they can discuss in the form of a story Old timers have useful perspectives on larger external factors POSITIVE POSSIBILITIES Examples: - What are the major opportunities. - Assume you have transformed in a way that makes sense, and tell the story - If you could change your network in any way three ways, what do you do, whats the impact. Slide 15 Slide 16 Relation-to-the-whole indexes DRAFT Leading Disengaged Leading (Enterprise Position Index) (Change Index) Lagging DisengagedEngaged Shore Ship Slide 17 Directed Delivery works AlertUnrewarded network contribution Uncertain awareness of intent Poor situational awareness Agile Lack of initiative Fix after the fact Adaptive Complacency about options 7 conclusions located in alignment space Network Relationship Node as a whole pairs alone Slide 18 Conclusion #4: Good network behavior is unrewarded Data Implications Factor: Alert Extent: Community The network needs to change the way its participants are evaluated and rewarded. Shift from inward emphasis to an emphasis on balance with outward Enterprise interests. No-cost incentives are an under-utilized lever for implementing any change All of Shores partners scored the Encouragement/Reward item lower, some their lowest item (2.9). Shores self-assessment is consistent, though not strongly so. A telling story: Nobody asked me to it or gives me any credit for it, but I guess that I am spending time to educate people in other organizations on how the system works. Shore may be complacent in advancing its Enterprise relationships: Fewer Shore respondents are interested in improving their relationships, compared to the other partners (50% compared with 70% Only 50% (including Shore) would reconstitute Shore as is if it were eliminated Slide 19 #1: Help staff learn how manning roles and processes interact and where there is tension - Establish a working group under training leadership - Name processes associated with nodes; specify intersections only - Overlay basic four budgetary processes and schedules - Develop role profiles, external distractors, remaining game elements - Identify instances of misunderstanding, disagreement, surprise, and ignorance that are often experienced by newcomers - Devise scenarios for use in tabletop simulation - Pilot tabletop simulation with 1-year staff and revise scenarios - Rerun for newcomers - Revise as single-user interactive simulation, also text version with some reference materials (suitable for inclusion in start-up pack) - Invite comments concerning improvements and updates Resources: Part time work group, expert assistance for simulation training Timing: 4 mo initial development, use as module in new course, create single user version after revision A memorable, compact experience of network interaction that accelerates job learning Understand sources of conflict, including different motivations, roles, criteria, schedules Greater readiness to cooperate with other nodes and to change together Action s Resources, Timing Outcomes / Benefits Slide 20 Some personal findings The network perspective is a distinctively different -- and increasingly important -- way to look at organizations Organizational potential is crucial, yet it is rarely isolated from performance or managed comprehensively Government and military organizations may have thought about it early this time, but commercial organizations are on the move. Slide 21 back up Slide 22 Labovitz Model Slide 23 Tushman & OReilly Model Slide 24 Enterprise Position Index Recognition as a player within the enterprise community. Component Factor Description Domain Leadership Whether considered advanced or lagging as a player in the domain community Enterprise Leadership Whether considered advanced or lagging as a player in the broader enterprise community Maintenance of Relationships Tendency to be proactive in tending to relationships Priority of Relationships Tendency to place relationships above requirements Slide 25 Change Index Capability and readiness for change in network relationships. Component Factor Description AccommodationMutual adjustment LearningMutual innovation and updating ResponsivenessIndividual attentiveness and adjustment EvolutionIndividual updating and leadership Redesign Orientation Willingness and interest in modifying relationships, to be either more or less complex Slide 26 Node Index Extent to which the node tends to be a successful player within its primary network. Component IndexDescription Self assessment of relationships Our expectation of success with ongoing transactions under changing conditions Partners assessment of relationships Partners expectation of success with ongoing transactions under changing conditions Self assessment of our contributions In our judgment, the extent to which our organization increases the likelihood of successful ongoing transactions Partners assessment of our contributions In the judgment of our partners, the extent to which our organization increases the likelihood of successful ongoing transactions Enterprise StandingRecognition as an important player within the enterprise community Slide 27 Network Index Network has well aligned partners, relative to other networks. Component FactorDescription Average Node Index for Facilitators Highly connected Average Node Index for Regulators Highly influential Average Node Index for End Nodes Less connected