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

Overview

Praise for Driving Results Through Social Networks

"Organizational network analysis has helped Ketchum improve the functioning of one of our largest offices, as well as one of our largest clients. It gives a practical map of relationships that you can use to find clarity amidst the ambiguity—I heartily recommend this book!"
—Ray Kotcher, CEO, Ketchum

"Shows executives how to leverage seemingly invisible networks for performance and innovation impact. Through compelling and ...

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Overview

Praise for Driving Results Through Social Networks

"Organizational network analysis has helped Ketchum improve the functioning of one of our largest offices, as well as one of our largest clients. It gives a practical map of relationships that you can use to find clarity amidst the ambiguity—I heartily recommend this book!"
—Ray Kotcher, CEO, Ketchum

"Shows executives how to leverage seemingly invisible networks for performance and innovation impact. Through compelling and detailed cases the authors demonstrate how top organizations are deriving measurable business impact by cultivating networks that support strategic objectives—not simply building collaborations indiscriminately. The ideas are highly impactful and ones we are using on several fronts at Monsanto."
—Mark Showers, chief information officer, Monsanto

"Cross and Thomas continue to break new ground in the study—and most importantly in the practical application—of social network analysis to organizational results. Their framework for examining networks is both specific and actionable. The ideas in Driving Results Through Social Networks will continue to help our leaders maximize their own effectiveness and drive Hewlett-Packard forward."
—Steffen Landauer, chief learning officer, Hewlett-Packard

"Many of us spend a significant amount of managerial time trying to constantly reorganize into global, matrixed organizations and wonder why it's so challenging to assimilate and engage talent while driving change and innovation. Cross and Thomas suggest a very novel idea we are increasingly employing at Citi—that we should be focused on analyzing, building, and leveraging the social networks that drive how work really gets done."
—Greg Burns, chief learning officer, Citi

"As a practitioner of leadership development, I can say with confidence that it is rare to come across a solid academic idea that translates into practical actions for a firm. The ideas in this book offer not only new ways to understand how organizations work but, most importantly, new ways to make organizations work better."
—Lisa Vertucci, managing director, Barclays Capital

"The business world is experiencing tremendous pressures to be more flexible and able to harness the knowledge and power of people. Cross and Thomas provide important insights into how to address these issues by leveraging social networks. Managing social networks, as an evolving field of management practice, is going to make a big difference in business performance."
—Steve Maritz, chairman & CEO, Maritz Inc.

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Product Details

  • ISBN-13: 9780470392492
  • Publisher: Wiley
  • Publication date: 1/9/2009
  • Series: J-B US non-Franchise Leadership Series , #35
  • Edition number: 1
  • Pages: 240
  • Sales rank: 1,160,745
  • Product dimensions: 6.20 (w) x 9.10 (h) x 1.10 (d)

Meet the Author

Rob 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.

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Table of Contents

Preface.

Acknowledgments.

Introduction.

Part One: Alignment.

1. Aligning Networks with Strategic Value Propositions.

2. Working Through Networks to Align Culture and Strategy.

Part Two: Execution.

3. Managing Rapid Innovation Through Effective Networks.

4. Driving Financial Return Through Network Investments.

5. Delivering Results Through Process Networks.

6. Delivering Results Through Project-Based Networks.

Part Three: Adaptation.

7. Driving Performance by Replicating High Performers’ Networks.

8. Speeding Productivity in Newcomers and Avoiding Knowledge Drain.

9. The Road Ahead: Emerging Opportunities for the Network Perspective.

About the Authors.

Notes.

Index.

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Sort by: Showing 1 Customer Reviews
  • Posted January 8, 2009

    This book covers all the important aspects of Social Networking in the corporate environment. Great for students of the topic, as well as professionals.

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    0 out of 1 people found this review helpful.

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