The Strategic Advantage of Global Process and Practice Networks - The Big Shif... - The Diigo Meta page

• 29 Jul 12
  

  Khepfere Ramses

  Career Business Innovation

• 26 Mar 09
  

  Bertrand Duperrin

  It goes without saying that no matter how much talent a company might have, there are many more talented people working outside its boundaries. Yet all too many companies focus solely on acquiring talent, on bringing talent inside the firm. Why not access talent wherever it resides?
  
  Some might say there's no way of doing so without sharply increasing the cost of complexity. New institutional practices can reduce these costs, however, as companies become:

  talentmanagement talentnetworks talents transactions relations silos organization practicenetworks networks process

  • • Less transactional and more relational.
     • Less "hardwired" and more "loosely coupled."
     • Less focused on merely accessing external capabilities and more focused on rapid capability building for every participant.
     • Less focused on the firm and internal silos and more supportive of richer cross-enterprise interactions and collaborations among workers.
  • Companies must also participate in (and sometimes orchestrate) new organizational forms and structures called global process and practice networks.
  • Rather than providing designers with detailed product blueprints, assemblers supply them with rough sketches accompanied by tightly specified performance requirements.
  • Global practice networks, by contrast, are even looser forms of collaboration that involve participants from similar skill areas working on common performance issues. Global practice networks are emerging in such diverse areas as open source software and extreme sports.

  • First, organize the right environments to generate productive friction. In part, this requires:

      

    1. Bringing together people with diverse experiences.
     2. Investing the time required for them to develop shared understanding.
     3. Defining aggressive performance requirements.
     4. Providing employees with tools that help them negotiate the most promising approaches for achieving results.
     5. Specifying action points that force participants to produce a solution meeting the performance requirements within a certain period of time.

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  Swarna Srinivasan

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  raman srinivasan

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