Research shows that 52 percent of companies in the Fortune 500 have either gone bankrupt, been acquired, or ceased to exist as a result of digital disruption since 2000. The collision of the physical and digital worlds has affected every dimension of society, commerce, enterprises, and individuals. Organizations need to change radically in order to keep up with the pace of fast-moving startups. Continue reading
As companies increasingly focus on the agile and digital transformation of HR, the best way to get started is by mapping the organizational challenges that represent priorities and pain points not just for HR, but also for the business, its leaders and its employees alike. Doing that in a data-driven way has many advantages. Just one example: a data-driven HR function could easily predict today’s talent shortages—which, in all likelihood, are only going to get worse in the majority of developed countries—five years ago, and prepare for them in time.
Reader discretion advised: this long and detailed article is not for the fainthearted! Proceed only if you have a serious interest in learning about HR analytics.
We couldn’t be more grateful for our strategic partners who joined from 11 different countries – from Australia to the U.S. – representing 18 organizations in person or virtually at the very first two-day-long Global Strategic Partner Gathering & Workshop organized by OrgMapper in September 2018.
At the event, we shared personal experiences related to the corporate implementation of organizational network analysis, thoughts about the future of the ONA market and dived deeper into the business application of network science. The event was the first step to make our vision happen: creating a community committed to promoting the professional and ethical use of network science within organizations.
Change is inevitable, intrusive and unwelcome. However, change is essential. The key to successful change management is keeping the organization happy. Easier said than done!
Reflecting on the great number of comments and reflections on the „7 ONA tools” allow us to think further and share with you our experiences, how you can use such Organization Network Analysis tool well or less fortunate. This is based on five years’ market practice, fact not speculation.
We would like to share with you our experiences on how to make the most out of an Organizational Network Analysis (ONA) tool. This is based on eight years’ of analysis project implementation, so you can expect facts, not speculation.
It’s the first week of our four-week conversation about the importance of influencers in organizational change management, which has always been difficult to achieve and even more challenging to manage.
This week, we are starting a new conversation about organizational culture change. We have invited Bernie White from New Zealand to join our conversation that will be held in the upcoming weeks. Bernie is a partner at Better Change, our strategic partner consultancy specializing in “helping people change for the better every day” in New Zealand. He is an expert in organizational change management and will share his experience about a cultural change project that took place in a large public service department in New Zealand.
Maven7 and its client were “Highly Commended” at the prestigious Business Culture Awards ceremony in London last evening. The judges awarded today’s forward-thinking organizations who demonstrated their commitment to creating exceptional work cultures.
People analytics provides a deep understanding of workforce data that helps managers to establish more productive and adaptive workplaces. One exciting method is organizational network analysis (ONA), which combines email logs, web-based calendars, and shared online documents with continuous employee feedback to reveal digital communication networks and employee collaboration patterns.
With ONA tools, companies are able to assemble cross-functional teams, build stronger collaborative cultures, enhance team performance, and optimize organizational structures.