Developing great organisations ...
 ... in a sea of change

ProdCo is a large manufacturing company in South Africa.  For a brief synopsis of the challenge and the result, please click here.  For a more detailed PDF document outlining the case study, please click here.

All of the Networker charts listed below are annotated to indicate their content.  It is recommended that you view them in sequence, as that way they tell the key elements of the story of the ProdCo assignment. Please click here for a slide show that has a similar content, that can also be downloaded.

ProdCo Slide 1

Shows who is whom and where they sit in the formal structure

ProdCo Slide 2

Shows general working relationships and the relative isolation of certain groups.  Note the absence of Marketing.

ProdCo Slide 3

Uses an individual-clustering algorithm to show where the general power lies within the organisation and how the main factory has a largely isolated sub-group.  The dominant group is Technology, and the Main Factory is distant from both of its key satellites, one of which is in two distinct sub-groups

ProdCo Slide 4

Similar to Slide 3 but uses a group-centric clustering algorithm.  Shows how certain individuals are better connected with groups other then their ‘home’ group.

ProdCo Slide 5

Shows the huge influence that the Director of Technology has - his personal network includes all the key people within two links.

ProdCo Slide 6

Example of a power structure chart.  Illustrates where the ‘inner cabinet; is within one department.

ProdCo Slide 7

Illuminates important differences in perception about working relationships, especially between departmental groups.

ProdCo Slide 8

Shows how Technology controls the R & D budgets - uses a directional link to enable information flows to be mapped.

ProdCo Slide 9

A highly positive result, ij the sense that there are strong networks around sharing and learning.  Question - should Technology be so dominant?

ProdCo Slide 10

he core chart relating to the business priority tackled.  There are good working networks, including Marketing (Blue). There is little to suggest a fundamental problem with the NPD process.

ProdCo Slide 11

This SHOULD BE charts shows a very small network suggests a considerable degree of contentment with the existing ‘way things are done’.  There is little demand for change.

ProdCo Slide 12

A similar result as Slide 11 - again there is little appetite for change in the NPD process.

ProdCo Slide 13

Current reality on compliance with protocols contains very little agreement that is positive.  This is highly suggestive of a problem.

ProdCo Slide 14

Little appetite for change here, although it is stronger than in the case of NPD.

ProdCo Slide 15

The slide that gave the game away.  This represents a huge level of unhappiness with the way that compliance with protocols is currently being handled.  This was the disruptive factor that was impacting negatively on NPD - and many other aspects of performance as well.

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