UNCLASSIFIED

Rob Cross [RLC Absent]University of Virginia

WoSCR Expertise MappingThe Hidden Power of Social Networks

UNCLASSIFIED 2

Formal Structure

Sutherland

Smith

Crossley

Dhillon

Zaheer

Keller

Angelo

Schultz

Cordoza

Klimchuck

Mitchell

McWatters

Myers

Ramirez

Avery

Mares

Hopper

Hussan

Milavec

Waring

Informal StructureExploration & Production

Zaheer

Schultz

Mitchell

Klimchuck

Angelo

Keller

Smith

GeologyDhillon

Myers

PetrophysicalCrossley

ExplorationAvery

Cordoza

Sutherland

Ramirez

DrillingMcWatters

Waring

ProductionHussan

ReservoirHopper

ProductionMilavec

Senior Vice PresidentMares

Getting things done often depends less on formal structure than on an informal network of colleagues.

UNCLASSIFIED 3

Lack of Integration Undercuts Strategy

Peripheral Players: Entry points for new

information Reflect untapped

Expertise (e.g., SME) Are often at risk

(Sometime this is fine) Have no career path

Central Connectors: Influence information the network

acts on Can be key sources of expertise

or bottlenecks Critical people for change or

succession planning

Brokers/Boundary Spanners: Enable cross-group coordination and

innovation A role too often only leaders occupy Have relations associated with high

performance

Sub-Group Connectivity: Comparing connectivity within

groups helps identify best practices Assessing Connectivity between

groups helps identify fragmentation points undermining strategy execution

UNCLASSIFIED 4

Connectivity falls without four site leaders

Overall leader’s network biased decision-making

and learning

Revealing Network Insights

UNCLASSIFIED 5

Representative Issues Identifying overly connected people Bridging invisible network silos Creating awareness of expertise

distributed in the network Identifying and drawing in peripheral

network membersU.S.

Brazil

Angola

Saudi Arabia

Canada

U.K.

Nigeria

U.S.Gulf ofMexico

Brazil

AngolaUK

Canada

Saudi Arabia

Nigeria

U.S.

Brazil

Angola

Saudi Arabia

Canada

U.K.

Nigeria

U.S.Gulf ofMexico

Brazil

AngolaUK

Canada

Saudi Arabia

Nigeria

U.S.

Brazil

Angola

Saudi Arabia

Canada

U.K.

Nigeria

U.S.

Brazil

Angola

Saudi Arabia

Canada

U.K.

Nigeria

U.S.Gulf ofMexico

Brazil

AngolaUK

Canada

Saudi Arabia

Nigeria

Gulf ofMexico

Brazil

Angola

UK

Canada

Saudi Arabia

Nigeria

Gulf ofMexico

Brazil

Angola

UK

Canada

Saudi Arabia

Nigeria Business Results Lowered customer dissatisfaction by

24% Reduced cost of poor quality by 66% Increased new product revenue by 22% Improved operational productivity by

more than 10%

ONA Results Cohesion – average # steps for each

person to get to another – improved by 25%

Pre and Post Change Assessment(Completions at Halliburton)

UNCLASSIFIED