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It seems that organisations these days can’t simply get away with having “just good people” to drive successful change and operational outcomes.  The key to driving performance does not lie in the pure formal structure either, but rather how the informal network of people, processes, resources and knowledge components get tied in together to create value. Organisational Network Analysis is starting to make some inroa

The way work gets done in companies is not always obvious from organisational charts. Often tasks, functions and process maps are only seen from a mechanistic perspective. Processes and task performance are improved and often changed by social and influential relationships found in a company’s shadow network. Increasingly, a growing body of knowledge about the shadow organisation, the network effect and the role of r

Organisations have traditionally been viewed through a mechanistic paradigm. This view holds that organisations are like machines and are composed of parts lacking any intrinsic relationship to each other. It is however, fast becoming outdated in today’s highly connected world. Modern perspectives of organisations are increasingly moving away from this mechanistic paradigm towards a view that is more similar to compl

Systematic and comprehensive organisational performance analysis is the only accurate basis for improving performance at the organisational, process, team and even worker levels.  Regardless of the approach used, most standard improvement methodologies include multiple phases – from analysis to benefits evaluation. However, it is the way in which the analysis phase is conducted that determines whether the performance