HOW OGraph WORKS
Select an object, click canvas to drop.
Click and drag to connect.
The software is smart and helpful, it knows what you are doing.
product tour – the basics
A quick video so you can see how easy it is to get going and how deep you can go with OGraph.
Most people start by adding their People and their Jobs first to create a classic org chart.
Simple click and drop, click and drag.
[Video Note: Our founder narrates the videos and he is a SLOW talker, so speeding up to 1.5 really helps.]
The 12 Objects of Your OGraph
This is everyone, your entire bench. Extends beyond Employees to Giggers, Contractors, Volunteers, everyone impacting a 21st Century Org. People are the building blocks of buy-in, and Org Graph helps them all commit by becoming cognizant. Build Out Step 1: Most admin users start by adding their Person Objects first.
We use the word Job. People apply for Jobs, one has a Job, you list Job experience on your resume, your Job shows up in your Org Chart, your Job pays a certain amount in the budget. We have Job Descriptions. HRIS systems use the term “Job”. Build Out Step 2: Most admin users add and connect Jobs and People to build a classic Org Chart.
Position / Role
A Position is a Function Of a Job. You can also think of roles or responsibilities. We use Position because we think it adds depth: you play different positions during the day, you take a stance, have an opinion from your position, you have a precise perspective from your position, you occupy a location in space and time as your organization moves – your Position. Note: About 1/2 of our users have this information at hand, others skip it moving on to the blue row while creating tasks to get their inventory of positions created.
Meetings are an endless source of confusion and frustration for Individual Contributors. The Org Graph lays out visually exactly which Positions or Jobs Attend which Meetings. Note that it’s the Position or Job, not the Person, that has the connection with the Meeting. Note: This is where you get your people involved to create an inventory of the meetings you will add to your OGraph that then get linked to Jobs or Positions.
We need to be able to see and adjust who is on a Team, what are Teams doing and why. Yes, just like Jobs and Positions. Data shows that the popular shift from hierarchical to more Team-centric models can improve performance, but according to a recent Deloitte survey, only 6% of respondents rated themselves very effective at managing cross-functional Teams. We believe this is because they can not visualize how it all fits together. Note: This is where you get your people involved to create an inventory of the Team you will add to your OGraph that then get linked to Jobs or Positions.
Entity is a broad group that captures a lot of thinking. Typically, an Entity is an element outside the organization proper or outside of the IC’s functional unit, an internal customer for instance. Yes, a customer, vendor, contract, project, department, division, or functional unit could all be represented as an Entity. Note: This is where you get your people involved to create an inventory of the Entities [Vendors, Clients, Customers etc.] you will add to your OGraph that then get linked to Jobs or Positions.
Processes / Procedures / Policies
“How do I do that, why?” A Process can be a checklist, a work instruction, a photo, a video, a diagram, they are how we do our Job, how we fulfill the function of our Positions. You note that Process is a Black Diamond, in the Advanced area because for some reason, it is hard. With Org Graph we make it easy by mapping Process to Positions and Jobs that are owned by a Person as part of their Job. This linkage creates cognizance and ownership, making it easy. Note: By this time you absolutely have your people involved and they each know which Positions they fill as part of their Jobs. Normally Processes link to Positions, but, they can link to Jobs too.
Workflow / Department
In nerd talk: “Workflow refers to the steps involved in passing tasks or information from one IC to another or one system to another for action according to procedural rules as value is added to the organization’s activities”. Workflows have become more and more digitized and automated, so much so that they have become what we refer to as “invisible workflows”. They still exist, we just need to bring them back out into the open so we have cognizance. Note: Again, by this time you absolutely have your people involved and they each know which Positions they fill as part of their Job. Weather you link Workflows to Jobs or Positions is a toss up. Some users think of Workflows as “departmental” workflows as in an Accounting Workflow, and that would link to a Job more than likely.
If you are logging in to it, it is a System. In 21st century organizations, ICs often Interface with dozens of Systems. Generally, a system is any element – often digital these days, though not necessarily – in which an IC inputs data or work to have some function performed or info tracked. CRMs, the shared Excel spreadsheet, – all qualify as Systems. They often look like a fog-inducing bowl of alphabet soup to ICs, whose heads spin, trying to get a fix on which HRIS, ERP, CRM, IMS, LMS they login to. Note: Again, by this time you absolutely have your people involved and they each know which Positions they fill as part of their Job. Very often System interfacing is part of Processes that link most directly with Positions, so, users often choose to make Systems tie exclusively to Positions. You make the call, that is why it is Black Diamond.
Objectives are the big-picture things we’re aiming for at the strategic level, and tend to be more qualitative than quantitative. (Note: when it comes to Objectives, the OCM ties into a strategy that Intel developed and Google extended called OKRs, or Objectives and Key Results.) In essence, all strategic thinking is a similar cascade model, and you can use Org Graph and the Objectives and Results objects to capture and visualize this type of cascading thinking even if you don’t follow OKRs exactly. Note: Where are we going, what are our big Objectives and what are the sub objectives that people own that when achieved will help us reach our big Objectives? If you have your annual plan in place, you can set up your corporate numbers as Objectives and tie Jobs directly to these Objectives, or you can set sub-objectives and connect Jobs to the sub-objectives that then tie to the overall Objectives.
We are Accountable for thinking about Objectives, but Responsible for the actions that achieve Key Results. These Results are quantifiable and typically controllable, or measurable in the near term – could include hitting a particular sales volume, retaining a higher percentage of clients, boosting website visitors by a certain number each month, making a certain number of calls. In the OKR world, the basic measurement, the thing that has to be achieved, is the Key Result. Note: Again, by this time you absolutely have your people involved and they each know which Positions they fill as part of their Job. Some users tie Key Results to Jobs and some tie them to Positions, all depends on how granular you want to get. You can also link Key Results to Objectives using the “enables” connection.
Skills refers to the talents, abilities, and knowledge that qualify someone to do a Job or fill a Position. Degrees, certifications, licenses, etc. are not Skills but often indicate a set of necessary Skills. For instance, someone certified as a Microsoft Office Specialist should have the Skills to comfortably navigate Office programs. Other Skills, such as “effective communicator” are harder to quantify and are sometimes labelled as “soft.” Yes, double black most difficult work, requiring Expert level thinking, but you can do it and capture it in Org Graph. Note: Again, by this time you absolutely have your people involved and they each know which Positions they fill as part of their Job. HR is usually pretty involved in Skills. Most users are identifying the Skills that are required for someone to do the work inside a Position, but, that is not hard and fast.
"When I sat down, faced the reality, and modeled the cost to my company of not bringing new people up to speed using the 14 Point Checklist, I saw it was in the hundreds of thousands.”
- Clay G, CEO
“The really cool thing about using an Org Graph was to get all of our people into the game. Once our Individual Contributors saw how this was something we were doing “For Them” instead of “To Them”, they bought in and the Org Graph bloomed with amazing detail - all supplied by the people who really know what’s going on, amazing.”
- Bryan B, CEO
"Our engagement is up, our teams are more effective, people are able to go directly to the right person for an answer, when we want to change something we can SEE who it will impact and get them involved. All of this was hidden in the past behind layers of folders and files, text and outlines, never in simple diagrams and pictures, very powerful.”
- David, CEO
"The different ways to visualize the same thing really is amazing, sometimes I would look at what we created via a Hierarchical view and it was just scrambled eggs, then I clicked on Symmetrical View, and think, ah ha there it is, then we drill down with the Marquee Zoom tool and it just becomes clear, truly amazing.”
- Sara, Aqua Tots