Organizations around the world are feeling the weight of hierarchical structures and the bureaucratic systems historically put in place as their way to make decisions. The inability to quickly recognize and respond to the ever-changing needs of their customers and employees has caused many of these companies to explore alternatives to what has served them well until now.
Perhaps your organization is one of those feeling this weight and are searching for a better way.
If so, there is good chance you have heard people in your organization introducing (or announcing) a transition from a rigid, hierarchical structure to a more dynamic and flatter structure allowing more flexibility and mobility. Often, this is represented with a presentation slide looking something like this:
Well that looks fascinating.
Having now designed, implemented and coached a number of organizations through these transitions, I have a perspective on what it takes to bring a network like this to life. So during this two-part post, I will share some of the characteristics of a healthy, networked organization in this post followed by part two with a few simple suggestions on how you can flourish in this new way of working.
So if you’ve decided to join the network, here’s what you can expect:
Networks are oriented. A healthy network has a picture of where it is heading. This shared vision is what knits the network together and provides the network the general direction to move.
Networks are moving. Thinking and doing go hand in hand in the network. There is a default to action. There is a swarming mentality focused on the robustness of the shared vision and shifting to areas of greatest need or opportunity. While this movement can indeed seem chaotic it is actually quite graceful and orchestrated.
Networks are connected. As defined, a network is a “group of interconnected people or things.” The connections of the network are displayed as the lines between each node of the network. Embedded in each of these lines are the behaviors, relationships, and interactions required to bring the network to life.
Networks are vibrant. The lines of connection become like high-tension electrical wires. You can’t see it but you can hear the crackle of energy running through them. You know something powerful is happening. That crackle is the sound of joy, trust, and productivity as people in the network respond with fervor towards the vision. Silence is the enemy of the network.
Networks are sensing. This is an “always-on” feeling of a network. Each person in the network is aware of their surroundings. As shared in the earlier post about bird flocks, this means everyone is sensing predators to the system and in the system and are actively seeking opportunities to inform the vision (when a change in orientation is needed).
Networks are resilient. The network will be stressed. It will be under attack. It will get tired. This will happen to the whole network and it will happen locally to groups and individuals. Based on the health of the connections, the network learns how to become stronger when these situations occur. This happens by shifting energy from healthy areas of the network to unhealthy areas for a short period to allow the unhealthy areas to heal and regain their strength.
The Importance of Connection
I would like to take a moment to stress the importance of the connected, vibrant, sensing, and resilient characteristics of the network. The lines between the “nodes” represent the life-blood of the network. Weak lines equals a weak collective network. Strong lines equals a strong collective network.
The nature of the network means teams of different humans with cross-functional experience and 
expertise will group, disband, and regroup with other humans often. The lines will always be connecting and reconnecting. Weakness in the connection lines occurs when members of the network (either groups or individuals) do not have the capability or desire to quickly embrace the humanness each person brings the network. This often reveals itself through a conflict in personalities or work styles.
Without the ability to form and reform, the network will begin to disintegrate. When this happens, the network will overcompensate with more orientation (command) and more movement (control) but it won’t matter as the network has already reverted back to its old systems and structures.
More to come on this in a special podcast episode coming soon and be on the lookout for part two, when I’ll share a few thoughts on how you can thrive in your network.
5 replies on “How to Thrive in a Networked Organization – Part One”
Good Stuff Len.
I like Network Organizational models, but there are two challenges that I always come across – loss of specialization and unclear accountability.
At Agile Unicorn (now Forte Group), we have tried to balance the Network / Hierarchy models for a few of our clients and always seem to land on what can be aptly described as the Vertical / Horizontal pattern. It brings a nice focus on both Value Delivery (Verticals) and the Improvement Paradigm (Horizontals). It gives structure for accountability, but leaves flexibility for creativity. Would love to chat about it someday.
Until then – keep up the great articles!
Balance within the context of what the organization needs…love it!
Great to hear from you Cornel.
I have a request for a blog – do you take requests? :) Outside of Sprint Reviews, Stakeholders alway ask me about transparency into how they can better have transparency across various teams to both influence and “tie it” all together. May be somewhat of scaled scrum topic, but I would love to hear your thoughts or see a visualization of the various “communication channels” of scaled scrum.
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