One of our clients used Keyhubs to understand how innovation was happening in their organization. Quickly, they were able to see that new ideas centered around a few key individuals (22, 64 and 63). Interestingly, these employees were not collaborating with each other. Employee 70 was a source of collaborative invention (mutual connections between several different people); however, quite removed from the other innovative hubs in the firm.
Mapping keyhubs can give managers an effective strategy to quicken, stabilize and diffuse innovation within their company.