An overview of how social network analytics can measure organisational performance at the enterprise, department/group/community or individual level.

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Organisational
Performance
and
Enterprise Social
Network Analytics
- Connecting ‘social’ to ‘business’
Optimice
www.optimice.com.au

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Social Analytics linked to Organisational Performance
• We provide social network analytics targeting organisational performance at
the Enterprise, Department/Community and Individual levels
Social Network Analytics
Enterprise
‘Group’ /
Department
Individual
Analytics provides insights into:
Targeting these audiences:
ESS Platform
InnovationEffectiveness Efficiency
Interaction
data

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Social Network Analytics and Organisational Performance
• Our social network analytics are aimed at the three key drivers of
organisational performance: Effectiveness, Efficiency and Innovation
Organisational
Performance
Enterprise
Group/Department
Individual
Effectiveness
(Capability/Alignmen
t)
• Density of relationships
within a ‘group'
• Key Player Index
Efficiency
(Trust)
• Trust Index - Reciprocated
(two-way) connections
• Collaboration between
BUs
Innovation
• List of people who have
the potential to create
break-through innovation
(weak ties )
• Brokers between structure

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Example Outputs - Efficiency
Trust Index
Collaboration Matrix
Collaboration Map

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Analytics assessing Efficiency
Metric Measure Business Impact
Trust Index % of connections that are
reciprocated
The higher the trust index, the more
cohesive and therefore efficient value flows
between roles in a value chain.
Cross-unit
collaboration
Density of connection within and
between departments
Provides a comparison of actual
collaboration patterns with the designed
value chain for the business. Misalignments
flag inefficiencies.

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Example outputs - Effectiveness
Key Player Index Brokerage / Succession Chart
Collaboration LeaguesTable

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Analytics assessing Effectiveness
Metric Measure Business Impact
Key Player Index Identifies the % of participants that
represent 50% all connections
The lower the key player index the more at
risk the organisation is to an over-reliance
on a critical few
Succession Risk
(Broker profile)
For identified ‘key players’, measures
the number of staff who share the
same connections or not
(organisational redundancy)
Poor redundancy of connections around
key players identifies how difficult it would
be to replace a key player with effective
successors.
Identifies opportunities to broker
connections.
Capability Index Density of connections within core
capability communities
Density of connections indicate strong
knowledge sharing and a deepening of
expertise and capability

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Example Outputs - Innovation
• Diversity of relationships (I know people in many different places)
• Density/cohesion of relationships (we all know each other)
Density/Cohesion
Diversity
High
High
Low
Best when applied to
an ideas campaign

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Analytics assessing Innovation
Metric Measure Business Impact Audience
Loosely
Connected
Ideation Clusters
Measures the diversity and
connectedness of
participants in discussion
threads
A healthy ideation community will
have a diversity of discussion thread
participants that are loosely
connected.
Department/Commu
nity
Innovation
Catalysts /
Connectors
Number of key brokers
connecting Ideation
clusters with exploitation
teams
If missing the connector/engager
role players, organisations will find
that ideas will stall and staff will
become disenchanted in the
innovation process.
Enterprise
Densely
Connected
Exploitation
Networks
Number of collaboration
clusters that meet a
threshold for reciprocity
and density indicative of
effective exploitation
Effective exploitation requires a
density of connections usually
focused within a single business
unit. Low density, low trust
networks are indicative of poor
exploitation performance.
Department/Commu
nity

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Social Analytics at the Individual Level
Metric Measure Business Impact
Network diversity and
cohesion
Shows the diversity and
connectedness of participants
an individual’s network
Track the extent to each users’ own network.
Creates awareness of strengths and weaknesses
(e.g. only interacts with people in own region, or
department). Use for personal development and
career planning.
ConnectionArchetype Measures how many
connections are from outside
the individual’s own
department
Compares individual with colleagues to show
degree to which the person is interacting with
people outside of own department and/or
location. Creates more awareness of one’s
diversity of connections. Use for personal
development and career planning.
Brokerage Chart Measures the number of staff
who are connected with the
same people.
Tracks how ‘unique’ an individual’s network is. If
you have relationships that few other people
have you are in a position to connect people. Use
for personal development and career planning.

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Example outputs - Individual level
Individual Network Map ConnectionArchetypes – Individual Highlighted
Brokerage/Succession Chart

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Why Personal Social Network Analytics?
• Empowers the individual in building an effective workplace network.
• Creates self motivation for developing effective collaborativebehaviours.
• Data driven and private to the individual; minimizing the need for manager
oversight.
• Reduces the time and effort that line managers need to expend on co-
ordination.
"An empowered organization is one in which individuals have
the knowledge, skill, desire, and opportunity to personally
succeed in a way that leads to collective organizational
success.”
Stephen Covey

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Making use of personal network analytics
1. Review
personal
analytics
2. Self
reflection
3. Coaching
(optional)
4.Taking
action

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Optimice
www.optimice.com.au
contact@optimice.com.au
+61 (0) 2 8002 0035