| | |
| Summary |
| Please note: The McKinsey Quarterly has agreed to a special arrangement for CEOExpress members that allows member access to their articles. Articles must be clicked on directly through the links below to gain access to this group of articles.
|
The role of networks in organizational change
When companies experience organizational pain, their first response is often a structural fix, such as decentralizing, breaking down silos, or shifting to a matrix organization.Many such efforts have only limited success because formal organizational charts mask the invisible networks that employees use to get things done.Investing time and energy to understand networks can help companies measure the effectiveness of major initiatives and make organizational changes stick.In many cases, a key to success is focusing on “brokers,” who serve as bridges across a number of subgroups in a network and are easy to overlook because they occupy the "white space" of organizations.
Articles provided by The McKinsey Quarterly
© 1992-2003 McKinsey & Company, Inc
|
|
|
