Not another magic bullet ...

1. Not another magic bullet ... • Actually, no – there is nothing magic about Magus Networker • It works because it targets the most critical issue facing just about every management team there is

2. Informal networks • “While the informal structure was undoubtedly important in the traditional organisation, today it dominates.” (Champy J, Nohria N, Fast Forward 1996 HBSP, Boston) • Even more true 12 years on … and fundamental to developing high-performing organisations

3. Informal networks • Enabling informal networks to operate more effectively is at the core of good management ... • ... and is critical for organisational health and performance • Using informal networks to locate and target organisational problems is a short route to releasing latent energy and talent ... • ... and an immediate improvement in performance

4. Click on the picture for the story … Select ‘Back’ when done. The story of the locomotive cab … • First find people you can trust and then trust them ~ Confucius – circa 500 BCE Forward

5. Informal networks • Why is it that so many organisations are stuffed to the gills with talented people, operate excellent processes and sensible structures ~ and still fail to perform? • “... if the workforce were guaranteed that any improvements they made would not lead to redundancies, most British firms, at least, could probably become between 25% and 50% more effective without spending any money.” Joynson & Forrester (1995) + Grint (Fuzzy Management - 2001)

6. Formal structures & processes • Formal structures distribute power and processes distribute activities • They are designed to provide stability, predictability and repeatability... • ... in a stable world that no longer exists • To handle turbulent conditions, committed employees use informal networks to acquire and distribute influence ~ it’s how they get their jobs done

7. Problem resolution … • No one knows what we all know • Together we know more than we do on our own ~ the whole is greater than the sum of the parts • Sharing knowledge is the only way to create new knowledge – normally through problem resolution • To be effective, knowledge sharing and creation needs collaboration across functional boundaries – as does problem resolution

8. Which problems? … • The challenge is knowing which problems to resolve • All organisations create unintended barriers to employee performance – and contributions to corporate goals • Identifying and breaking down these barriers will unleash latent energy – and improve performance substantially • “... the solutions to most organisational problems are already known to the workers – but their bosses prevent them from implementing them.” Joynson and Forrester (1995) + Grint (Fuzzy Management - 2001)

9. Innovation … • All organisations need innovation • The best innovation comes from problem resolution • The best problem resolution comes from cross-functional teams • Cross-functional teams are always informal • While cross-functional working is critical to success, it is beyond conventional command and control management methods

10. Informal networks … • … in organisations are NOT social networks • They are informal groups of people, working together to solve problems and get their jobs done • Mostly, they are unknown to management … • … and are for management to enable, not control … • … this means providing better information about the networks – the ‘what and why’

11. Informal networks … • Informal networks are not fixed – they form, change and dissolve to meet current needs • Committed people work together in informal networks to find ways around the barriers created, unwittingly, by all organisations • Using networks to dismantle those barriers releases talent and energy for more productive work • Magus Networker methodology generates information to enable an ongoing process of change ... • ... that will deliver continuous performance improvement

12. Magus Networker • Provides information illuminating the networks that are operating ... • ... and locates hidden heroes and blockages • Open dialogue helps people work out why • Change processes, targeting improved performance, start automatically … • … and since the change is triggered by the people involved, motivation is high and resistance is rare

13. Magus Networker ~ an example • ProdCo had a long history of getting its many new products to the market ~ on time and in budget • This was a source of considerable competitive advantage • Then ProdCo started to miss NPD deadlines and budget targets … • … and redesigning the NPD process made no difference at all

14. Magus Networker ~ an example • The Magus Networker application revealed critical issues concerned with corporate governance that were disabling effective NPD • It also revealed important issues connected with new technology and information flows • 'Hidden heroes' were located as were blockages in the system • One simple metric replaced a raft of bureaucratic procedures – invented through the workshops • NPD was back on track within months • Click here for a detailed case study. Select ‘Back’ when done. Forward

15. Magus Networker • Locates and releases the hidden talent and energy that exists in all organisations • Change processes are started and enabled that mean that the winners are the organisation, its customers and its people • Custom built applications target key business priorities – including innovation, productivity, quality, programme management • The Networker process is fast – web-based data collection and graphical displays are user-friendly