When rapid or radical change is called for, executives must turn to the networks within their organization. Key positions in the network mobilize it to flexibly adapt to the exigencies of the moment. Three prototypical patterns emerge. The first pattern is the hub, as in a ‘hub and spoke’ system on a bicycle wheel. This pattern represents an optimal distribution system for centralizing work processes. The second pattern is the gatekeeper that is positioned on critical pathways connecting hubs to each other. These gatekeepers serve as important links or bridges within an organization. The third pattern is the pulsetaker, someone who is maximally connected to everyone via the shortest routes. Pulsetakers have their finger on the pulse of the organization and know what everyone is thinking and feeling. If one adds these patterns together, the DNA of a network is revealed. This cultural code is a highly structured form of interaction at the core of any network.
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