Organizational Network Analysis: When to Conduct an ONA

When to Conduct an Organizational Network Analysis (ONA)
We know from organizational culture assessment data that traditional org. charts rarely capture how work truly gets done on a day-to-day basis. Why? Because formal hierarchies rarely reflect the key influencers, communication bottlenecks, and informal networks that help or hinder change initiatives, strategy execution, or decision making. That’s where Organizational Network Analysis (ONA) can be a game-changing diagnostic tool.

The Top 7 Times to Considering Using an Organizational Network Analysis (ONA)
ONA maps and measures relationships among individuals or groups, revealing the hidden social fabric of an organization. Used at the right time, ONA can deliver powerful insights to inform strategy and accelerate change.

1. Before or During a Strategic Transformation
   We know from change management simulation data that when an organization embarks on a significant shift — such as a digital transformation, restructuring, or cultural change — understanding informal networks can reveal who the real change catalysts are. These are not the formally appointed change leaders, they are the often hidden people others turn to for advice, support, or influence, regardless of title.

   Conducting an ONA before rolling out a strategic initiative allows leaders to engage key influencers early and ensure that change cascades through trusted channels. It also helps identify potential change resistors who might undermine momentum if left unaddressed.

2. To Accelerate Integration After a Merger or Acquisition
   We know from project postmortem results that a merger or acquisition can easily disrupt established social networks and the way work gets done, leading to confusion, duplication, and cultural clashes. Done right, an ONA can pinpoint integration gaps, siloed teams, and trust barriers that hinder collaboration between merged entities. By identifying bridging individuals — those who can connect previously disconnected parts of the organization — leaders can accelerate integration and create a more cohesive culture grounded in shared goals.
3. To Improve Collaboration and Break Down Silos
   We know from action learning leadership development programs that in fast-paced, matrixed environments, where organizational silos can derail efficiency and innovation an ONA can help organizations understand the informal communication and collaboration patterns within their teams. If shared goals across functions are not being met or teams are duplicating efforts, an ONA can illuminate who is over-connected (at risk of burnout), who is underutilized (an untapped asset), and where connections need to be built. This clarity enables targeted interventions to foster stronger, more purposeful collaboration.
4. When Employee Engagement or Retention is Declining
   We know from employee engagement action plans that low engagement and high attrition rates can often be traced back to relational dynamics — lack of recognition, social isolation, or weak leadership connections. ONA provides a window into whether employees feel connected to their teams and leaders. It can also help HR and people managers understand which individuals function as engagement multipliers and which may be at risk of disengagement or departure due to their peripheral network positions.
5. To Support Leadership Development and Succession Planning
   We know from organizational alignment research that individuals with high centrality in networks often demonstrate influence, trustworthiness, and a capacity to mobilize others — critical traits for future leaders. When used to complement traditional performance data and leadership simulation assessments, ONA helps ensure leadership development and succession planning efforts are focused on individuals who already play critical roles in enabling others’ success.
6. To Identify Innovation Hubs or Bottlenecks
   We know from business strategy simulation data that innovation rarely comes from isolated geniuses. It emerges from dynamic, diverse, and well-connected networks. ONA can uncover the social structures that support — or stifle — innovation by identifying where ideas originate, how they flow, and where they get stuck. Leaders can then reinforce high-value connections or address bottlenecks that prevent good ideas from scaling.
7. During Organizational Health Assessments or Culture Audits
   If you’re evaluating your organization’s health, looking at culture in terms of core values alone is insufficient. Culture lives in interactions. ONA reveals the quality and strength of those interactions, providing a data-driven way to assess organizational alignment with desired cultural attributes such as trust, transparency, or agility. It also allows leaders to reinforce positive network patterns or reshape harmful ones.

The Bottom Line
An Organizational Network Analysis is best used when organizations are navigating complexity, change, or performance challenges that traditional structures can’t fully explain. Whether you’re launching a transformation, integrating teams, or striving to create a high performance culture, an ONA can surface the hidden dynamics that matter most.

To learn more about harnessing the power of relationships to drive strategic impact, download A Purposeful and Aligned Organizational Culture – Your DNA for Success