Core Topics … Social Networks, Network Visualization & Analysis (NVA), NVA Mapping, Influence Patterns, Communities of Influence, Advisory Committees, UCINET KNETMAP Key Issue … NVA Mapping as a means to identify influential informal and formal organisational players; also as a means to visualise the informal communications links and relationship patters across centralised and de-centralised communities. NVA activities included assessment of the effectiveness of the organisation’s distributed service strategy and Balanced Score Card implementation.

CASE 5: Assessing The Status Of An Organization’s Strategy Implementation Including Its Knowledge Sharing Capabilities Via Network Visualization & Analysis (NVA) Copyright © 2008 The Leadership Alliance Inc. All rights Reserved A large bank undertook an NVA project in 2005 with the two-fold objectives of assessing the status of its IT strategy implementation, and the extent and efficacy of knowledge sharing across the IT function, and between IT and its client communities. The study directly targeted all members of the IT community, and indirectly all members of the bank. Six internet-based questions were posed to IT personnel relating to various strategic IT imperatives and to the extent of relevant knowledge sharing. Responses were analyzed in depth, and provided assurance that strategic objectives were in general being met. Knowledge sharing however was shown to be weak, and IT’s social networks indicated capability to only share information at a slow rate. Individuals identified as demonstrating well-developed knowledge sharing characteristics were invited to create a community of knowledge sharing practice that would form the central network ‘hub’ and encourage its growth. A small team was also formed from these individuals to advise IT management on ways to optimize knowledge sharing capabilities and activities. The study provided invaluable insight into the informal communications links and relationship patterns across the IT organization and its client communities. In addition, it provided a viable model of how knowledge sharing assessment and remediation might be undertaken in other units of the bank.