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

Magus Networker graphical reports illustrate the informal networks that are operating.  Charts can be drawn depicting agreed, disagreed and denied working relationships.  Charts can be drawn for current reality, and how people consider it should and should not be different.  Working relationships can be expressed as non-directional or directional links - the latter are used to show the direction of flow of information around the organisation or through processes.

Once data has been generated, the database can be examined from just about any perspective.  Here are a few examples.  Charts can use the formal structures of the organisation, so that informal networks can be compared with formal structures.  Other structures are user-defined or use Networker clustering algorithms.  These can be individual or group centric, and display informal power structures and even individual networks.

Networks can be internal to one organisation, or equally can include people from many organisations.  Typically, between 50 and 200 people in informal networks are engaged through Networker assignments.

For larger images of the thumbnail pictures below, please click on the graphic to the right.

General working relationships  This draws a diagram of all of the people in the database, grouped by the department they work in. The colours indicate the departments in which people work.  The lines connect people who agree that they work with each other at least on a weekly basis that is also at least very important

Note the dominance of the Engineering Group, placed at the centre of the chart.  Note that the MD - highlighted - only links with 4 out of 5 heads of department.  Note the relative lack of apparent team working within the red group.  Finally, note the partial team working element in the yellow group, but maybe dominated by two people, who may be collaborating or they may be competing ...


Magus Networker clusters.  This chart uses the same data as the first, but is drawn with a clustering algorithm, that is individual-centric - it forms groups around ‘busy individuals’.

Note the way that some groups have fragmented - red and yellow are good examples.  Note the isolation of the blue group.  The ‘power group’ that actually runs the business is the large group in the top left hand corner.  The ‘best connected individual’ is at the centre left of the group.  He is from the green group that has the greatest influence.


Magus Networker group power structures.  These display how influence is controlled by smaller groups at the centre of larger groups - these are the ‘inner cabinets’.  The individual with the greatest influence is placed at centre left of the circle - in this case highlighted.

Note that the ‘inner cabinet’ is dominated by the green group.  Note the individuals distributed around the exterior of the circle.  These are ‘attached isolates’.  Note also the ‘attached chain’ at the bottom of the chart.  The individual farthest from the ‘inner cabinet’ has effectively no influence.


Individual networks. This uses the same data as the power structure above.  In this case, the network is drawn for the individual at the farthest end of the attached chain.

Note how distanced that individual is from the centre of power.  This may not be a problem, or it may be.  It all depends on the role that individual plays, and the role that should be played.


Another inner cabinet.  Here is a second chart illustrating how drawing an inner cabinet can provide important insights.  This one is where individuals agree that they work together on managing the budget, and that the relationships are at least important.

As is common with the particular organisation depicted in all the charts on this page, it is the green group that dominates.  The problem is that the department in question is Engineering, while the Finance department is hardly represented at all.  Finance is in blue ...


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