Your last major initiative had executive sponsorship, a budget, and a detailed rollout plan. Why did adoption stall on the third floor?
Every organisation has two structures. You're only managing one of them.
The org chart shows reporting lines. ONA shows what's really happening.
Click any node. Toggle the layers. Watch what changes.
The org chart you drew last year — how much of it reflects how decisions are actually made, how knowledge actually moves, and who people actually trust?
Most leaders would answer: not much. ONA gives you the map that does.
What does your network tell you?
Select your role. These are the questions ONA can answer.
The person you appointed to lead the AI programme is capable and enthusiastic. But are they trusted by their peers — or just by you?
If your three most influential informal leaders resigned tomorrow, which parts of your organisation would go quiet — and would you even know who they are?
Your strategy is sound. Is your network aligned enough to carry it?
Your engagement survey tells you how people feel. It doesn't tell you who shapes how they feel.
You know who your high performers are. Do you know whether they are connected — or quietly becoming isolated?
Your DEI programme has measurable goals. Does your actual collaboration network reflect them?
Who are the unofficial mentors in your organisation — the ones nobody appointed, but everyone turns to?
Your processes are documented. But where are decisions actually being made?
You have cross-functional teams. Are they genuinely exchanging knowledge — or sitting in the same meetings as parallel silos?
Where is information pooling instead of flowing? Who is the single bridge between two critical parts of your operation — and what happens if they leave?
If you mapped every decision that actually moved something this quarter, how many went through one person?
You have usage data for your AI tools. You don't have data on who influences whether colleagues try them, persist with them, or quietly abandon them.
Adoption is strong in some teams and stalling in others. Is that about the tools — or about who's in those teams?
You identified your change champions. Did you choose them from the org chart or from the network?
The informal AI experts in your organisation — do they know they are central? Does leadership?
You know what needs to change. Do you know who will carry the message — and who will quietly neutralise it?
Resistance to change is rarely loud. Where in your network is it spreading in silence?
Your communication plan reaches everyone on the distribution list. Your network doesn't. Who's falling through the gap?
You've mapped the stakeholders. Have you mapped the relationships between them?
This is what Organisational Network Analysis does.
ONA maps the real, informal network of relationships, trust, and influence that sits beneath every org chart — and determines whether your strategy actually works. Using the same mathematical methods applied to internet infrastructure, disease transmission, and financial systems, we survey employees on who they turn to for advice, who they trust, who helps them with new tools, and who they collaborate with. Those responses become a directed graph. That graph reveals your brokers, your silos, your informal leaders, and your knowledge bottlenecks — with precision that no survey, no performance review, and no management intuition can match.
The result is not a report. It is a map. And once you have the map, you can act.
Where would you like to go next?
Understand the methodology
Explore the full ONA framework, network metrics, and multiplex methods behind the approach.
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