The Business Case for Organizational Network Analysis

In this session we use the case of Tesla to understand how and why organizational network analysis can be used to bridge gaps in communication across departmental silos, hierarchical levels, and remote locations. We then describe how we have applied ONA in several Scandinavian organizations and the results that have been achieved therein.

Key Takeaways

• Connected organizations are more successful—at the individual, group/team, and unit level.
• To know how well-connected your organization is, you need to see of it as a network of relationships.
• Then you need to identify who plays which of several key roles within the network and align them. 
• Join21 offers a suite of applications that extracts relationship data from multiple internal sources (surveys, collaboration platforms, and location data), represents it as a dynamic network, and offers insights on how to strengthen connectivity and thus, performance.

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Bio

Starling D. Hunter – Partner and Chief Research Officer | Join21

Starling’s higher education was undertaken at Arizona State University, where he earned a BS in Electrical Engineering, and Duke University, where he earned both an MBA, and later a Ph.D. in Management.

His professional experience has been divided between industry and academia. Starling worked as an electrical engineer at the Boeing Aerospace and as a compensation analyst in the human resources group at Exxon Chemical. Since 2019 he has been a partner and chief research officer at Join21, an HR-tech start-up headquartered in Oslo, Norway.

Starling’s academic posts have been at the Massachusetts Institute of Technology, the American University of Sharjah, Carnegie Mellon University, and Florida Atlantic University.

Starling has published, reviewed, and edited numerous academic research papers on subjects as varied as management information systems, organization design, social network analysis, and business method patents.