DRIVING RESULTS THROUGH ORGANIZATIONAL NETWORKS
As the collaborative intensity of work has exploded within the past decade, more successful organizations are managing connectivity proactively and in ways that yield higher performance and engagement. People spend 85% or more of their time in collaborative work today; thus, it’s imperative to both monitor and manage this time to drive results. Connectivity is critical to engagement and retention - not just on entry into the workplace - but also over the course of the first year and then in subsequent transitions. Too often when failure happens, the individual is blamed when, in fact, the issue is in the network structure or network-related derailers. Collaborative overload can also stifle performance and dramatically impact employees' well-being and engagement. As such, organizations must take targeted actions to promote the right connectivity.
A company can break down the barriers to creating such an environment by conducting an organizational network analysis (ONA), which captures valuable data through surveys and other studies of social platforms. For example, by tracking and mapping the company’s flow of information, collaboration, and expertise-sharing activity. ONA can provide a picture into the inner workings of an organization and be a powerful tool for making invisible patterns of information flow and collaboration visible.
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Edward A. Madden Professor of Global Business
Rob Cross is theEdward A. Madden Professor of Global Business at Babson College. For almost twenty years, his research, teaching and consulting have focused on applying social network analysis ideas to critical business issues for actionable insights and bottom-line results. He has worked with over300 leading organizations(companies, government agencies, and non-profit organizations) across industries on a variety of solutions including innovation, revenue growth, leadership effectiveness and talent management.
Ideas emerging from his research have resulted in three books, the most recent one titled, “Driving Results through Social Networks.” Rob has written over 50 articles, many of which have won awards. In addition to top scholarly outlets, his work has been repeatedly published inHarvard Business Review, Sloan Management Review, California Management Review, Academy of Management Executive andOrganizational Dynamics. His work has also been featured in venues such asBusiness Week, Fortune, The Financial Times, Time Magazine, The Wall Street Journal, CIO, Inc.and Fast Company.
Director, New Employee Success
Amazon Web Services
David is Amazon Web Services’ Director of New Employee Success. In this role, he is responsible for building mechanisms designed to accelerate success for employees who are new to AWS, their level and/or role. Prior to joining AWS, he was the Director, Global Learning & Development at Booz Allen Hamilton.
A retired U.S. Marine, he has more than 31 years of experience leading talent management, development, and line organizations across the U.S. military, financial and professional services, and engineering & construction sectors. David is a graduate of Embry-Riddle Aeronautical University and of Georgetown University’s Leadership Coaching program. He is also a member of Babson College’s Connected Commons research consortium.