Managing Networks

We have to get better at managing networks. It’s the only way to develop better solutions to the wicked problems we face. Why? Because innovation takes place in networks: collaborations, open innovation, clusters, ecosystems.

Although the shift to networks is obvious, we are not much closer to understanding what’s needed to manage them.

3 reasons stand out.

First, mindset. Understanding networks requires a shift from a vertical to a horizontal mindset. Most of us think of our position in terms of status: those above and below us. Networks require us to think in terms of connections: how connected (or disconnected) we are.

Second, understanding. Not all networks are alike. Start by distinguishing among three: advocacy, learning, and innovating networks. With innovating networks, participants combine their assets to create new value. The structure of innovating networks is complex: tight cores, porous boundaries, and boundary spanners.

Third, skills. Innovating networks take time and trust to form. The critical skills involve designing and guiding conversations that translate ideas into action quickly.

We do not teach these skills, and many of us are lousy at them.

That’s why we developed Strategic Doing, ten skills to speed collaboration.