7.5. Results of these Efforts

Did these interventions build a more connected and integrated team? Figure 7.5 presents the ONA for iNet at the end of FY 2006. A quick visual observation shows a tighter network; network ties increased from the 2003 level of 6 percent to 10 percent in 2006. Connectivity between locations, offices, expertise groups, and hierarchy had all increased significantly.

The hard metrics support the fact that this function was operating in an effective and integrated manner. Through the end of 2006, IT costs in the company dropped by almost 20 percent. The number of iNet staffers needed to do the work went from 185 to approximately 150, resulting in a ratio of 1 iNet staff member to 35 employees. And customer satisfaction increased from 93 percent to 99 percent. At the time of this writing, the end of year (2008) values for the same metrics show IT costs at 3.6 percent of total revenue, 1/38 ratio of iNet staff to employees, and a continued 99 percent customer satisfaction rating. Although direct cause and effect cannot be measured, we strongly believe that the improvements within iNet's network were due in large part to the various efforts to strengthen relationships and foster collaboration and best practice transfer among employees.

Figure 7.5. INET ONA IN FY 2006