Magus Networker 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

Magus Networker 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

Magus Networker 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

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

Magus Networker 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 )

Magus Networker 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

Magus Networker 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

Magus Networker 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 )

Magus Networker 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

Magus Networker 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’

Magus Networker 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

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

Magus Networker 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

Magus Networker 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

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