Featured Case Study

Using Social Network Analysis to Improve Strategic Leadership Capabilities at a Global Financial Services Company

A major global financial services company headquartered in the UK, with over 140,000 employees located around the world

Business need

Having identified nearly 150 leaders throughout its various enterprises worldwide, the client invites them to participate in a week-long executive leadership development programme, in small group sessions. As of 2008, a portion of the programme is devoted to analyzing and optimizing the leaders’ networks – the relationships those leaders have with their managers and other personnel that aren’t necessarily related to the formal organisational structure, but which are highly important in supporting operations and organisational goals. The University of Chicago (UC) Booth School of Business, which conducts the customised programme, tapped Raytheon to design the survey instrument, collect the data and analyze the results.

How we helped
Raytheon created the survey, which is completed by the leaders via the Internet several weeks before they participate in the leadership programme. Raytheon then interprets the results on an individual basis, utilizing several software tools that provide a solid statistical foundation for the expert analysis. Before the session begins, Raytheon also reviews each survey outcome in detail with the University of Chicago programme facilitators, enabling them to counsel the client’s leaders individually, after they provide the group with a thorough grounding in the significant value of well-structured networks to the organisation. Raytheon’s approach to social network analysis, which is as well founded in objective scientific procedures as it is in human evaluation, sets it apart from offerings by other consulting firms.

Business results
Nearly 100 of the client’s leaders participated in the six sessions offered in 2007 and 2008. Many of the participants assessed the social network component of their leadership training as the most beneficial part of the programme. While each leader’s network analysis was unique, they all served to identify both the highlights and deficiencies of each network, and provided insight on how to leverage successes and resolve problems.