Dispersed organisations can be very powerful structures. There is ample evidence that shows that influential networks of experts and collaborators can transform great ideas into game-changing innovations. Canadian public servants live in a world where both private and public sectors are exploding word clouds onto every social platform to communicate their raison d’être as embracing “virtual,” “collaboration,” “innovation” and “open.” It may all seem intuitive and relatively simple. But leading virtually-networked organisations is more difficult than many people think.
Networked Leadership: How Private Sector Leaders Are Investing
Designing a virtually-networked organisation calls for a special breed of leadership. CEOs of major multi-national companies have reported returns of between twenty and fifty per-cent, depending on the integrated nature of the business model or production delivery cycle. The time is right to build on the lessons-learned and success stories of the private sector. The challenge is to adapt those lessons to the specific challenges and myriad cultures within the public sector.