Analysis of informal networks offers a potent leadership model for the C-suite: Make top teams the hub of the enterprise, and watch performance improve.
Content: Article | Authors: Jon R. Katzenbach, Rob Cross | Source: strategy+business | Subject: Organizational Behavior
Informal networks can play a pivotal role in how organizational decisions are framed and executed. But they can also result in too much collaboration—the kind of lengthy and expensive decision making that can cost companies dearly in missed opportunities.
Content: Case Study | Authors: Rob Cross, Robert J. Thomas, Yaarit Silverstone | Source: Outlook Journal (Accenture) | Subjects: Knowledge Management, Organizational Behavior
A powerful way to improve executive effectiveness or promote connectivity in an organization is to work through each employee’s personal network. Research has shown that people in more diverse, entrepreneurial networks tend to be more successful. Providing executives and employees with a means of planning their personal network development is an effective way to promote connectivity. Such feedback can help employees identify biases in their … [ Read more ]
Content: Article | Author: Rob Cross | Source: LeaderValues | Subjects: Career, Human Resources
Geniuses are great. But bright, motivated teams are better. Unfortunately, many companies are pouring more money into generating ideas, but falling short on team-building, networking and collaboration. In a Wall Street Journal Online article, Accenture’s Robert Thomas and three noted academics dissect the problem and posit a solution.
Content: Article | Authors: Andrew Hargadon, Rob Cross, Robert J. Thomas, Salvatore Parise | Source: Accenture | Subject: Innovation
Research confirms that a person’s network is crucial to his or her ability to get work done successfully. But many people don’t understand that networks require conscious attention and investment of time to be effective, and others make the mistake of thinking that the only thing that matters is size. This research report demonstrates that the best networks are strong on three dimensions: structural, relational … [ Read more ]
Content: Article | Authors: David A. Light, Rob Cross, Robert J. Thomas | Source: Accenture | Subjects: Career, Organizational Behavior
Leaders readily acknowledge that innovation is essential for their companies’ success. And they recognize that energized employees are more likely to produce valuable innovations than those who have become passive or reactionary. However, they also struggle with the best way to drive enthusiasm and passion deep into a workforce. One often-overlooked opportunity for improvement lies in the daily conversations and meetings that either energize or … [ Read more ]
Content: Article | Authors: Andrew Parker, Jane Linder, Rob Cross | Source: Accenture | Subjects: Innovation, Organizational Behavior
In today’s flatter, knowledge-based organizations, networks of informal relationships are often more critical to performance and innovation than those of formal divisions and units. The networks also have a lot to do with personal productivity, learning, and career success. Helping employees build vibrant networks can have tremendous payoff for managers in terms of both individual and departmental productivity. The paper examines this issue in detail. … [ Read more ]
Content: Article | Authors: Rob Cross, Sally Colella | Source: Society for Human Resource Management (SHRM) | Subjects: Human Resources, Organizational Behavior
In an excerpt from Harvard Business School Press’ Hidden Power of Social Networks, learn how “social network analysis” reveals problems your org chart ignores.
Editor’s Note: For a much better article on this topic (and one of my favorites), see “Karen Stephenson’s Quantum Theory of Trust”
Content: Article | Authors: Andrew Parker, Rob Cross | Source: Harvard Business School (HBS) Working Knowledge | Subject: Organizational Behavior