Death of the knowledge bank
The complexity of the networks in which our organization operates is scaffolded by a corpus of mostly-unwritten, tacit knowledge and ‘ways of working’ that we learn mostly…
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The complexity of the networks in which our organization operates is scaffolded by a corpus of mostly-unwritten, tacit knowledge and ‘ways of working’ that we learn mostly…
Where some believe that the value of their network is based on its exclusivity, connectors are people in the organization who have developed large networks of people…
We sit at the hub of a distributed network. In the past, only some organizations sought to organize as networks – those that had to bring together, federate or…
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Where some believe that the value of their network is based on its exclusivity, connectors are people in the organization who have developed large networks of people…
Our network function requires that we interact with the network. We observe profound changes in the nature of knowledge, how it circulates, and this affects how…
When our organization’s hierarchy prohibits direct contact with the field, indirect and informal contact becomes more important than ever. Global and regional meetings, bilateral programmes, and…
The complexity of the networks in which our organization operates is scaffolded by a corpus of mostly-unwritten, tacit knowledge and ‘ways of working’ that we learn mostly…
We sit at the hub of a distributed network. In the past, only some organizations sought to organize as networks – those that had to bring together, federate or…