Driving Results Through Social Networks How Top Organizations Leverage Networks for Performance and Growth

by Cross, Robert L.; Thomas, Robert J.

• ISBN13: 9780470392492
• ISBN10: 0470392495
• Edition: 1st
• Format: Hardcover
• Copyright: 2009-01-09
• Publisher: Jossey-Bass

Summary

Having worked closely with executives from more than 120 companies and government agencies over the past decade, the authors describe in depth how leaders are using network thinking to increase revenues, lower costs, and accelerate innovation. The book offer clear principles and tools that readers can use to apply a network perspective in their own organizations by targeting the collaborations that can deliver the greatest performance impact.

Author Biography

The AuthorsRob Cross is associate professor, McIntire School of Commerce at University of Virginia, where he specializes in organizational behavior. He is also the director of The Network Roundtable (www.thenetworkroundtable.org), a consortium of over 100 organizations focused on applications of network ideas that yield measurable business impact and strategic advantage.

Robert J. Thomas is executive director of Accenture's Institute for High Performance and a senior executive based in Boston, Massachusetts. He specializes in leadership, organization design, and transformational change.

Table of Contents

Preface	p. ix
Acknowledgments	p. xv
Introduction	p. xvii
Alignment	p. 1
Aligning Networks with Strategic Value Propositions	p. 3
Working Through Networks to Align Culture and Strategy	p. 23
Execution	p. 41
Managing Rapid Innovation Through Effective Networks	p. 43
Driving Financial Return Through Network Investments	p. 69
Delivering Results Through Process Networks	p. 91
Delivering Results Through Project-Based Networks	p. 107
Adaptation	p. 129
Driving Performance by Replicating High Performers' Networks	p. 131
Speeding Productivity in Newcomers and Avoiding Knowledge Drain	p. 159
The Road Ahead: Emerging Opportunities for the Network Perspective	p. 181
About the Authors	p. 193
Notes	p. 195
Index	p. 211
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