 |
…actions by senior executives clearly signal that the network is not in any way a rogue operation… it is part of a system designed for competing and winning.
|
22 |
 |
As they mature, organizations evolve naturally toward a single system – a hierarchical organization – at the expense of the entrepreneurial network.
|
22 |
 |
…it is essential that the core of the network (the guiding coalition) and the executive committee learn to develop and maintain the right relationship.
|
38 |
 |
…hierarchy… begins to quietly yet systematically kill off the network side of an organization.
|
68 |
 |
…in a network system… people will want to be change agents, will volunteer, and will do extra work without extrinsic carrots if they feel the task is rational – but much more so because they feel some true passion for the work.
|
80 |
 |
The Accelerator processes driving the network serve as a continuous, holistic, and innovative strategic function, one that quickens momentum and agility because it never stops.
|
178 |
 |
Like business itself, being a connector is not about managing transactions, but about managing relationships.
|
8 |
 |
…connecting is one of the most important business – and life – skill sets you’ll ever learn. Why? Because, flat out, people do business with people they know and like.
|
8 |
 |
…real networking [is] about finding ways to make other people more successful. It [is] about working hard to give more than you get.
|
9 |
 |
…because today’s primary currency is information, a wide-reaching network is one of the surest ways to become and remain thought leaders of our respective fields.
|
12 |
