Most restructuring initiatives fail not because the strategy is wrong, but because the human architecture holding the organization together is ignored. For hybrid and distributed organizations, that failure mode is amplified: messaging degrades across time zones, resistance surfaces invisibly in Slack threads, and the informal trust networks that carry change peer-to-peer are never mapped, let alone activated. This playbook offers a five-step framework for getting it right — from communicating strategic vision across decentralized channels to embedding new behaviors so deeply that they become organizational habit.
Continue reading The Change Management Playbook: Leading Hybrid Organizations Through RestructuringCategory: Uncategorized
Understanding Organizational Network Analysis (ONA): A Guide for HR Leaders
By K. Arthur O’Dea | Business Consulting | People Analytics
Organizational Network Analysis (ONA) is the discipline of mapping and measuring the informal relationships — information flows, collaboration patterns, and influence pathways — that actually drive how work gets done inside an organization. Unlike org charts, which capture reporting lines, ONA captures who talks to whom, who unblocks problems, and where knowledge gets bottlenecked. For senior HR leaders, People Operations teams, and CHROs at mid-to-large organizations, mastering ONA is increasingly a prerequisite for making workforce decisions with the same rigor applied to financial or operational data.
Continue reading Understanding Organizational Network Analysis (ONA): A Guide for HR LeadersHow to Measure and Mitigate Knowledge Silos Using Relational Data
Knowledge silos are not a culture problem. Knowledge silos are a structural problem, and structural problems leave measurable traces. Organizations that treat silo-busting as a feel-good initiative without a quantitative baseline almost always see the behavior resurface within 18 months. The alternative: map the informal communication network, score its fragmentation and intervene where the data says to. This post provides a blueprint for doing exactly that.
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Get More Done At Work: Build Your Internal Network
My professional career is built on client-facing roles. Past jobs (and my present endeavor) required the ability to work well with people outside the organization … over the phone, via email, during web meetings, onsite at live events, etc. This basic human quality has always been clearly stated in the job description and emphasized by every hiring manager. What hasn’t been screened for – and is also basic to human kind – is the ability to build an internal network, and employers should prioritize that skill.
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