CROSS, Rob
The people who make organizations go-or stop - jun.2002
The real work in most companies is done informally, through personal contacts. How can executives manage such amorphous networks? Start by focusing on those employees who play four critical linking roles. The real work in most companies is done informally, through personal contacts and conversations that don't necessarily follow the same path as the org chart. How can executives manage such amorphous networks? Start by focusing on those employees in informal networks who play four critical roles. The process begins with a visual awakening. Managers compare their business's value curve with competitors' to discover where their strategy needs to change. In the next step - visual exploration - managers do field researh of customers and alternative products. Al the visual strategy fair, the third step, managers draw new strategic profiles based on field observations and get feedback from customers and peers about these new proposals. Once the best strategy is created from that feedback, it's time for the lasst step - visual communicatiom. Executives distribute "before" and "after" strategic profiles to the whole company, and only projects that will help move the company closer to the "after" profile are supporeted
The people who make organizations go-or stop - jun.2002
The real work in most companies is done informally, through personal contacts. How can executives manage such amorphous networks? Start by focusing on those employees who play four critical linking roles. The real work in most companies is done informally, through personal contacts and conversations that don't necessarily follow the same path as the org chart. How can executives manage such amorphous networks? Start by focusing on those employees in informal networks who play four critical roles. The process begins with a visual awakening. Managers compare their business's value curve with competitors' to discover where their strategy needs to change. In the next step - visual exploration - managers do field researh of customers and alternative products. Al the visual strategy fair, the third step, managers draw new strategic profiles based on field observations and get feedback from customers and peers about these new proposals. Once the best strategy is created from that feedback, it's time for the lasst step - visual communicatiom. Executives distribute "before" and "after" strategic profiles to the whole company, and only projects that will help move the company closer to the "after" profile are supporeted
