Food for Thought

Discover our framework of analysis and our publications

Here you can find some literature highlighting the relevance of innovative organizational approaches designed to help companies facing business complexity


The persistence of Unconscious Biases among employees can prevent people from working together effectively, damaging the development of inclusive relationships that foster creativity and innovation.

D&I metrics have so far proved to be ineffective in measuring how inclusive an organization really is, focusing mainly on gender figures and minorities representation.

Organizational Network Analysis can track the number, strength and heterogeneity of interactions between employees, with the aim of highlighting collaborative patterns and possible obstacles to career progression

What makes organizations work effectively

Yves Morieux on 6 rules at TED@BCG San Francisco: “When people cooperate they use less resources …”

A smart approach to perform Organizational Network Analysis

New technicalities and tools to affect productivity of Companies and improve the performance of value creation

Talent Management

Discover how to add a network perspective to Talent Programs

Mergers & Acquisitions

Map the organizational networks of merging entities

Change Management

Identify the best Agents of Change

Organizational Performance

Act on interactions to strengthen the Organization

Team Developement

Map Project Teams within the Organization

Knowledge Management

Break silos, remove bottlenecks, create ‘bridges’

Organizational Network Analysis

ONA in a simple descriptive summary


The proliferation of heavy organizational structures undermines business efficiency and the company’s result orientation.

Promoting cooperation among People/Teams paths the way to innovation, productivity and organization agility.

The tool and methodology to face this challenge is the Organizational Network Analysis (ONA): the starting point for understanding how to make strategies effective.

Accelerating the Digital Transformation with Organizational Network Analysis

Source: Alpha Stock Images -   According to Harvard Business Review “since 2000, 52 percent of companies in the Fortune 500 have either gone bankrupt, been acquired or ceased to exist as a result of digital disruption". Interestingly...

Why focusing on Employee Experience?

Today companies are dealing with generations – from Millennials to Generation Z - who have grown up in an experience economy. Even when it comes to work, new generations value experience more than stuff. As companies have become increasingly aware that employees are...

Who are your “Go-To” People?

Every organization has its “go-to” people, people in any department who can answer any question.   They are people with recognized authority who share their new insights and information, thus allowing a collective to cooperate on one process while achieving...

Organizational Network Analysis Tools are drivers for People and Business Success

New organizational balances and structures are making their way in companies following the digital revolution. To help organizations and their HR get a better understanding of the ongoing changes, technology and the latest data capabilities provide powerful tools. One...

A new Tool for Measuring Generation Z Engagement

Generation Z and Millennials have been entering the workforce, bringing change. They are challenging the way the work gets done and creating new demands in the workplace. Like no other generation, they want more collaboration and feedback at work, since they are used...


  • It is a good proxy of the speed at which information circulates within the organization. It can be computed as the sum of existing links within a group or subgroup / maximum number of possible links).
  • It is a complex calculation that helps  investigating the level of centrality.
  • It measures how much an Employee/Team is in the middle of the workflow and connects different actors in the organization that would otherwise be disconnected.
  • Analyzes the length of the shortest path between the actor examined and all other nodes in the organization’s network
  • The more central the node is, the closer it is to all the others
  • If this index is = 1, it means that the node has direct connections with all the others (one-to-one)
  • Mutual links are relationships that have been reported by a person and confirmed by co-workers.
  • A high percentage of confirmed links means that the relationships between colleagues are clear and that efficiency is high.

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