Informal Networks: the Company Behind the Chart
Informal Networks: The Company Behind the Chart by David Krackhardt and Jeffrey R. Hanson
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Reprint 93406
Harvard Business Review
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HarvardBusinessReview
RICHARD NORMANN AND RAFAEL RAMIREZ DAVID A. GARVIN GEORGE STALK, JR. AND ALAN M. WEBBER DAVID KRACKHARDT AND JEFFREY R. HANSON BARBARA PRESLEY NOBLE
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JOSEPH M. JURAN
ROBERT KELLEY AND JANET CAPLAN
ALISTAIR D. WILLIAMSON
LAURENCE HECHT AND PETER MORICI
NANCY A. NICHOLS
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JULY-AUGUST 1993 Reprint Number
FROM VALUE CHAIN TO VALUE CONSTELLATION: DESIGNING INTERACTIVE STRATEGY BUILDING A LEARNING ORGANIZATION JAPAN’S DARK SIDE OF TIME 93408
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93402 93409
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INFORMAL NETWORKS: THE COMPANY BEHIND THE CHART REINVENTING LABOR: AN INTERVIEW WITH UNION PRESIDENT LYNN WILLIAMS HOW BELL LABS CREATES STAR PERFORMERS
93406
93410
HBR CASE STUDY IS THIS THE RIGHT TIME TO COME OUT? WORLD VIEW MANAGING RISKS IN MEXICO
FIRST PERSON MADE IN U.S.A.: A RENAISSANCE IN QUALITY
IN QUESTION WHATEVER HAPPENED TO ROSIE THE RIVETER? PERSPECTIVES IS THE DEFICIT A FRIENDLY GIANT AFTER ALL?
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93405
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93411
93403
93404
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93407 93401
Mapping employees’ relationships can help managers harness the real power in their organizations.
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Informal Networks: The Company
by David Krackhardt and Jeffrey R. Hanson
Many executives invest considerable resources in restructuring their companies, drawing and redrawing organizational charts only to be disappointed by the results. That’s because much of the real work of companies happens despite the formal organization. Often what needs attention is the informal organization, the networks of relationships that employees form across functions and divisions to accomplish tasks fast. These informal networks can cut through formal reporting procedures to jump start stalled initiatives and meet extraordinary deadlines. But informal networks can just as easily
D
O
Reprint 93406
Harvard Business Review
N
O T CO PY
D
O
N
O
T
CO
PY
HarvardBusinessReview
RICHARD NORMANN AND RAFAEL RAMIREZ DAVID A. GARVIN GEORGE STALK, JR. AND ALAN M. WEBBER DAVID KRACKHARDT AND JEFFREY R. HANSON BARBARA PRESLEY NOBLE
D
JOSEPH M. JURAN
ROBERT KELLEY AND JANET CAPLAN
ALISTAIR D. WILLIAMSON
LAURENCE HECHT AND PETER MORICI
NANCY A. NICHOLS
O
JULY-AUGUST 1993 Reprint Number
FROM VALUE CHAIN TO VALUE CONSTELLATION: DESIGNING INTERACTIVE STRATEGY BUILDING A LEARNING ORGANIZATION JAPAN’S DARK SIDE OF TIME 93408
N
93402 93409
O
INFORMAL NETWORKS: THE COMPANY BEHIND THE CHART REINVENTING LABOR: AN INTERVIEW WITH UNION PRESIDENT LYNN WILLIAMS HOW BELL LABS CREATES STAR PERFORMERS
93406
93410
HBR CASE STUDY IS THIS THE RIGHT TIME TO COME OUT? WORLD VIEW MANAGING RISKS IN MEXICO
FIRST PERSON MADE IN U.S.A.: A RENAISSANCE IN QUALITY
IN QUESTION WHATEVER HAPPENED TO ROSIE THE RIVETER? PERSPECTIVES IS THE DEFICIT A FRIENDLY GIANT AFTER ALL?
T
93405
CO
93411
93403
93404
PY
93407 93401
Mapping employees’ relationships can help managers harness the real power in their organizations.
D
Informal Networks: The Company
by David Krackhardt and Jeffrey R. Hanson
Many executives invest considerable resources in restructuring their companies, drawing and redrawing organizational charts only to be disappointed by the results. That’s because much of the real work of companies happens despite the formal organization. Often what needs attention is the informal organization, the networks of relationships that employees form across functions and divisions to accomplish tasks fast. These informal networks can cut through formal reporting procedures to jump start stalled initiatives and meet extraordinary deadlines. But informal networks can just as easily