Formalizing informal networks

Authors Lowell L. Bryan, Eric Matson, And Leigh M.Weiss, in the latest issue of McKinsey Quarterly have observed that most large corporations have dozens if not hundreds of informal networks, which go by the name of peer groups, communities of practice, or functional councils- or have no title at all. These network organize and reorganize themselves and extend there reach via cell phones, Blackberries, community Web sites, and other accessories of the digital age.

As network widen and deepen, they can mobilize talent and knowledge across the enterprise. They also help why some intangible-rich companies, such as GE have increased in scale and scope and boast superior performance.

Rather than forcing employees to go up and down hierarchical chains of command, formal networks create pathways for..
To read the complete article here: emagazine.managementnext.com
image and article source: ManagementNext
Article taken from the issue: November