Adaptive changing by means of networking.

Changing organisations can be done in an “organic” way by means of a network structure, that brings employees with authorisation from a cross section of the organisation together in order to exchange or to generate new ideas in a strategic dialogue.

In her lecture Annemieke Roobeek draw the sword against reorganisations and mergers of companies. Her proposition was, that much energy is lost in hierarchical and mechanical reorganising the structure and too little energy rests for the eventual aim of it. Some companies have been reorganised three times in five years. Energy does not have to be put in a new organisation structure with all consequences, but in adaptation of new objectives or trying out new affiliations.

Networks of people:

• Control of Connections and not on own kingdoms;
• Were are opportunities?;
• Were are lines to knowledge;
• Connect to communities and intercompany networks;
• Do not supervise but facilitate and co-control;
• Dare to share;
• Conceptual thinking, out of the box;
• Based upon relations.

There are already very inspiring examples of changes by means of network organisations, synchronised with strategy development, with considerable acceleration of change.

Do you want more detailed information? Of course you can always make an appointment without engagement. An appointment for the exchange of ideas concerning possible support, second opinion or quick scan. In a quick scan we analyse your situation in a couple of days or weeks.

Or possibly you want to interest others for this within your organisation?

Roobeek, A.J.M., Netwerkend Veranderen, Reeks verandermanagement Nyenrode 2004