The Network Challenge Chapter 11
Download The Network Challenge Chapter 11 PDF/ePub or read online books in Mobi eBooks. Click Download or Read Online button to get The Network Challenge Chapter 11 book now. This website allows unlimited access to, at the time of writing, more than 1.5 million titles, including hundreds of thousands of titles in various foreign languages.
The Network Challenge (Chapter 11)
Managers often must make decisions that depend on decisions in other parts of the organization. These interactions create a network of interdependent choices and make strategizing difficult. In this chapter, the authors explore the intersection between organizing and strategizing. Motivated by real examples that run contrary to conventional wisdom, the authors examine how firms organize themselves to strategize well. In particular, they examine “premature lock-in”--how a firm’s strategizing efforts can become stuck in a web of conflicting constraints prematurely, before managers have explored a wide enough range of possibilities. A key role of organizing is to free strategizing efforts and encourage broad search. At the same time, organizing must ensure that strategizing efforts stabilize after the firm discovers an effective set of choices. Balancing search and stability, the authors argue, is a central challenge of organizing. They explore this challenge with an agent-based simulation that shows (1) how a change in organizational structure[md]for example, a shift from decentralization to integration[md]may reflect not a reversal of early mistakes but an effective sequence of organizing; and (2) why firms may benefit from unnecessary overlap between departments. They conclude that a period of decentralization and unnecessary overlap can be seen as organizational mechanisms to ensure the broad, early search that a firm needs in order to cope with interactions among strategic decisions.
The Network Challenge (Chapter 4)
Author: Russell E. Palmer
language: en
Publisher: Pearson Education
Release Date: 2009-05-19
Global networks of firms are rapidly replacing top-down, hierarchical organizations. Such networks, thanks to information technology and global communications systems, can respond to changes in international demand faster and more flexibly than rigid corporate organizations of the past. But by drawing together diverse cultures and individuals, these networks present new challenges to leaders. Traditional styles of leadership are not enough for this emerging environment. The kind of leadership style that leads to efficient execution in these global networks is different from the “do it and do it now” approach that might work in hierarchical organizations. Based on the author’s experience in the leading global accounting firm Touche Ross, serving as dean of the Wharton School, and heading his own corporate investment firm, this chapter discusses leadership in a networked, global environment.
The Network Challenge (Chapter 9)
Most companies realize the need to “look outside” for innovation. However, few have a clear understanding about how they can make such a shift toward network-centric innovation--an innovation strategy that is centered on external networks and communities. Managers need more than anecdotal success stories about externally focused innovation, and they need more specific guidance than the “one size fits all” prescriptions of open innovation. The authors argue that every firm needs to find its own roadmap for tapping the “Global Brain”--the creative potential of the world outside its four walls. There are many different approaches and opportunities for network-centric innovation, based on the nature of the innovation space and the nature of network governance. In this chapter, the authors present a framework for structuring the landscape of network-centric innovation. They describe four models of network-centric innovation--Orchestra, Creative Bazaar, Jam Central, and MOD Station--and outline how companies can select, prepare for, and pursue the approach that best fits their particular business and innovation context.