The people who make organizations go-or stop
By: CROSS, Rob
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Contributor(s): PRUSAK, Laurence.
Material type: 
ArticlePublisher: jun.2002Harvard Business Review 80, 6, p. 104-112Abstract: 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
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
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
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