Companies create organization charts that show hierarchies and reporting relationships. But work rarely gets done as it appears on an org chart. Instead, people operate through networks: informal webs of relationships that people instinctively form in the workplace.
Traditionally, leaders have used organization charts to understand their boundaries and spheres of influence. Network maps provide new and helpful information about how people actually perform work, make decisions, and solve problems. Network thinking and network maps can help leaders gain a holistic perspective and uncover unseized opportunities, identify lurking risks, and address unarticulated needs.
In this series, we look at how several different leaders used network knowledge to advance their company’s strategy.