Media

MIT Sloan Management Review

Many innovation programs fail to meet expectations, in part because they separate the innovation process from the informal networks needed to adapt and support an innovation. Executives can fuel the emergence of new ideas by creating collaborative contexts where innovation is likely to emerge.

MIT Sloan Management Review

Informal decision networks—both within teams and throughout organizations—can systematically bias the way decisions are framed and carried out. Network analysis allows leaders to see people are overloaded and where they are missing critical information and contributions.

Harvard Business Review

Leaders can’t assume that more connectivity is always better or hope that collaboration will spontaneously occur in the right places at the right times. With a strategic view of collaboration, they can determine which network will deliver the best results and make investments that nurture the right degree of connectivity.

Sloan Management Review

The traditional methods for driving operational excellence in global organizations are not enough. The most effective organizations make smart use of employee networks to reduce costs, improve efficiency and spur innovation.

California Management Review

Resistance to change usually emanates from the two sources, an organization’s culture and its informal structure, which are difficult to see. Leaders can implement better change initiatives by combining an awareness of where people or groups sit in a network with a deeper appreciation of their cultural values and practice.