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    WebinarKiller Achievement 2009 60 min

    Building and Managing Networked Organizations

    In the 1980s, a few small companies – Toyota, Datsun, etc. – then little known outside Japan, challenged dominant Western companies with a managerial philosophy we now call “Lean.” Though the tools of Lean were remarkably simple, most Western companies struggled to respond. Executives could not initially make the mindset shift essential for appreciating that organizational structure, processes, strategy and even culture needed rethinking. Today, we are undergoing a similar transformation: Competition has morphed from jousts between individual companies to skirmishes among networks of companies. Nokia, Hewlett-Packard and even Toyota, as well as several other companies worldwide, are already on this path. They were outperforming their rivals prior to today’s fiscal crisis and are surviving the crisis better. In this Webinar, Amit Mukherjee will describe the nature of the ongoing transformation. He will show research data that establishes that many companies are once again at risk. Networks have shifted the power to affect corporate performance from top executives to mid-level managers. Yet, few recognize this shift, as their companies hold on to outdated modes of operation. Amit, who interviewed executives who drove change at Nokia and Hewlett-Packard, will introduce the “Design Principles” that are powering the leading networked companies. He will also discuss the critical changes individual managers and executives can make without waiting for formal corporate initiatives.

    Presenter

    BI

    Best Practice Institute

    Best Practice Institute

    • Most importantly, ideas to make the mindset shift needed to manage networked companies well. • How to assess the vulnerabilities and strengths of your company. • How to get the effort to change started.

    Key Takeaways

    • 1.Competition has morphed from jousts between individual companies to skirmishes among networks of companies.
    • 2.The power to affect corporate performance has shifted from top executives to mid-level managers in a networked environment.
    • 3.The current transformation toward networked organizations is a paradigm shift as significant as the lean revolution of the 1980s.
    • 4.Leading companies like Nokia and Hewlett-Packard utilize specific "Design Principles" to power their networked structures.
    • 5.Individual managers and executives can take critical action to build networks without waiting for formal corporate initiatives.

    ## The New Competitive Landscape: Networked Organizations

    Just as the "Lean" philosophy transformed managerial thinking in the 1980s, a similar shift is happening today. The nature of competition has evolved from confrontations between individual companies to complex interactions among entire networks of companies. This paradigm shift requires a fundamental rethinking of organizational structure, processes, strategy, and culture. Companies that cling to outdated, purely hierarchical modes of operation risk falling behind, just as many Western companies struggled to adapt to the principles of Lean.

    ## The Power Shift to Mid-Level Managers

    In this new environment, the power to affect corporate performance has moved away from top executives and toward mid-level managers. These managers are on the front lines of cross-functional collaboration and information flow, making them critical nodes within the network. However, many organizations fail to recognize this shift, leaving them unable to leverage the full potential of their internal leadership.

    ## Key Design Principles for a Networked World

    The webinar introduces a set of "Design Principles" that power the most effective networked companies. Based on research and interviews with executives who drove change at pioneering firms like Nokia and Hewlett-Packard, these principles provide a framework for building a more agile, resilient, and innovative organization.

    ## How Leaders Can Take Action

    Leaders can and should act without waiting for large-scale formal initiatives. The discussion offers actionable steps for individual managers and executives to begin fostering a networked approach immediately:

    • Empowerment: Grant mid-level managers greater decision-making authority.
    • Collaboration: Actively foster cross-functional projects and communication.
    • Culture: Cultivate an environment of trust, transparency, and distributed leadership that encourages proactive problem-solving at all levels.

    This session explores the paradigm shift from traditional corporate structures to networked organizations, a transformation as significant as the lean revolution. It explains why an understanding of interconnected businesses is crucial for corporate performance and adaptation, especially for leaders seeking to thrive in dynamic market conditions.

    What you'll learn

    • The fundamental nature of the ongoing transformation to networked organizations.
    • Research-backed evidence highlighting the risks for companies not adapting to this shift.
    • How the power to influence corporate performance has moved from top executives to mid-level managers in networked environments.
    • Key "Design Principles" employed by leading networked companies like Nokia and Hewlett-Packard.
    • Actionable steps individual managers and executives can take to foster networking within their organizations, independent of formal corporate initiatives.

    Who this webinar is for

    • Executives and senior leaders navigating organizational change.
    • Mid-level managers looking to enhance their influence and impact.
    • Strategic planners and business development professionals.
    • Anyone interested in the future of organizational design and competitive strategy.

    Why it matters now

    The shift to networked organizations represents a fundamental change in how businesses operate and compete. In today's interconnected world, traditional hierarchical structures can hinder agility and responsiveness. Understanding and implementing networked principles allows companies to be more resilient, innovative, and maintain a competitive edge. It empowers a broader base of leadership to react quickly to market changes and collaborate effectively, which is vital for sustained success in a volatile global economy.

    How leaders can apply this

    Leaders can begin by analyzing their current organizational structure for areas ripe for more networked approaches. This involves empowering mid-level managers with greater decision-making authority and fostering cross-functional collaboration. Implementing the discussed "Design Principles" can guide the development of internal networks that enhance information flow and innovation. Leaders should also focus on cultivating a culture of trust and transparency that supports distributed leadership and encourages proactive problem-solving across all levels of the organization.

    About this session

    Key takeaways

    Watching this webinar gives you grounded, practical perspective on Perseverance. Expect ideas you can use in leadership conversations, not abstract theory, drawn from Best Practice Institute's direct experience.

    Who this is for

    CHROs, HR business partners, talent leaders, executive coaches, organizational development practitioners, and senior leaders who are responsible for killer achievement inside their organization.

    Why it matters now

    Workforce expectations, hybrid work patterns, and AI-driven change keep raising the bar on culture and leadership. Sessions like this help leaders make smarter, more evidence-informed decisions about Perseverance.

    How to apply it

    Use the ideas here to challenge a current assumption on your team, design a single concrete experiment in the next 30 days, and bring one finding back to your leadership group for discussion.

    Frequently asked questions

    Topics

    Perseverance

    Best Practice Institute

    Best Practice Institute is the research organization behind Most Loved Workplace® certification, the SPARK Model, the Love of Workplace Index™ (LOWI™), and The Workplace Report.

    The Workplace Report

    The Workplace Report is BPI's original workplace culture research and editorial briefing series for CEOs, CHROs, people leaders, talent leaders, and employer-brand teams. It turns BPI's 25 years of research, Most Loved Workplace® certification data, SPARK findings, and current workforce signals into practical analysis leaders can use.

    The report format includes executive summaries, research-backed articles, company examples, methodology notes, and practical implications for retention, hiring, culture, leadership, and employee experience. New research and analysis is published on an ongoing editorial cadence at /workplace-report.