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The Strategic Advantage of Global Process and Practice Networ...

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• 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.

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Companies must also participate in (and sometimes orchestrate) new organizational forms and structures called global process and practice networks.

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Rather than providing designers with detailed product blueprints, assemblers supply them with rough sketches accompanied by tightly specified performance requirements.

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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.

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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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