Networking for Growth

The following is an excerpt from Chapter Three of Bust the Silos, co-authored by EMM Group co-founder Hunter Hastings.

"How can people and computers be connected so that collectively they act more intelligently than any person, group or computer?" —Tom Malone

How to establish high performance "value networks" by implementing four propositions.

1. Visualize and organize the enterprise as a network, not an organization chart.
   In today’s organizations, we are compelled to work with the starting point of the organization chart. It’s all lines and boxes, and hierarchies, and reporting relationships, and vertical accountabilities and rigidities. It’s a problem – a barrier to network thinking.
2. Make roles the building blocks of the network, replacing the concept of jobs.
   In a value network system, any one person might play three or four different roles in three or four key value networks in the organization.
3. Reward roles for creating value instead of compensating jobs for completing tasks.
   The individual’s job itself is to define and manage all the multiple roles that they play. They should be evaluated for the roles that they play, not for executing a list of tasks.
4. Replace process thinking with relationship thinking.
   The value network view is a living system – the pattern of life itself is not modeled after a hierarchy or organizational chart, but a complex network. Human society is always multi-faceted.

To learn more about Bust the Silos and download free case studies, click here.