Many communicators perceive the process as time-consuming and complicated, and ask:
See networks as something you can, and need Explain the 9 strategic windows, manage. Know about different network forms—personal, operational, and strategic. Understand some of the actions you need to take to move your network forward. This section draws heavily on recent research by Herminia Ibarra, Brian Uzzi, and others, to help you understand the different forms that social networks can take.
They have to be carefully constructed. What separates successful managers from the rest of the pack? Yet many managers avoid networking. Others disdain it as manipulative. To succeed as a manager, Ibarra recommends building three types of networks: Personal—kindred spirits outside your organization who can help you with personal advancement.
Operational—people you need to accomplish your assigned, routine tasks. Strategic—people outside your control who will enable you to reach key organizational objectives.
Operational network get your work done, and get it done efficiently. Strategic network figure out future priorities and challenges; get stakeholder support for them.
As a result, what makes a personal network powerful is its referral potential. Before you have a job in a particular company, many of your network ties are personal, oriented toward current interests and future potential interests. Key contacts are typically discretionary—that is, it is not always clear who is most relevant.
Most personal networks are highly clustered—that is, your friends are likely to be friends with one another as well. And, if you made those friends by introducing yourself to them as opposed to being introduced by a mutual acquaintancethe chances are high that their experiences and perspectives echo your own.
Ideas generated within a personal network typically circulate among the same people with shared views. This creates the risk that a potential winning idea can go unexploited if no one in the group has what it takes to bring that idea to fruition.
But what if someone within that cluster knows someone else who belongs to a whole different group? That connection, formed by an information broker, can expose your idea to a new world, filled with fresh opportunities for success.
Diversity and breadth, that is, reaching out to contacts who can make referrals, makes the difference. Through professional associations, alumni groups, clubs, and personal interest communities, managers gain new perspectives that allow them to advance in their careers.
This is what we mean by personal networking. While personal networks are important, particularly to the extent that they provide you with valuable resources and access to needed resources, the challenge is to convert them into network resources that also help with operational and strategic needs.
The number and breadth of people involved can be impressive—such operational networks include not only direct reports and superiors but also peers within an operational unit, other internal players with the power to block or support a project, and key outsiders such as suppliers, distributors, and customers.
It involves cultivating stronger relationships with colleagues whose membership in the network is clear; their roles define them as stakeholders. The previous quote provides you with a good working definition of operational network: So, now you have two networking bases covered.
At least you know how to identify the gaps in your personal and operational network. Your personal network provides access to external resources and referrals; your operational network helps you get the work done.
Thus, most operational networking occurs within an organization, and ties are determined in large part by routine, short-term demands. Relationships formed with outsiders, such as board members, customers, and regulators, are directly task-related and tend to be bounded and constrained by demands determined at a higher level.
But as a manager moves into a leadership role, his or her network must reorient itself externally and toward the future. This is the role played by strategic networking. As Ibarra and Hunter found in their research, strategic networking is the ability to marshal information, support, and resources from one sector of a network to achieve results in another.
Pushed to its logical limit, the basis of this difference is that effective leaders are highly dependent on others to get things done. The irony here is that the individuals in your network, who are the lifeline for building up the big picture, are also individuals who are likely to be outside of your immediate control.
Making It Happen Networks create value, but networking takes real work. Beyond that obvious point, accept that networking is one of the most important requirements of a leadership role. To overcome any qualms about it, identify a person you respect who networks effectively and ethically.
Observe how he or she uses networks to accomplish goals.Aug 09, · In his article “Strategic Windows” (Abell ), Derek Abell tries to explain that only a company that is flexible enough and search for an answer to the constant change in its environment, can develop an organizational dynamism that will allow to uncover opportunities and open a so-called strategic window’.
Definition of strategic window: Temporary period of 'alignment' or 'fit' between the competitive capabilities of an organization and the key requirements of the existing or new markets it intends to compete in.
Although resource-based theory is the dominant perspective to predict performance in the strategic management field, other theories exist to explain firm behavior. In some industries, explanations provided by these theories can be very convincing. Strategic planning can be straightforward, efficient and even fun, providing a roadmap that ensures your efforts have the greatest possible impact.
Outlined below are nine basic, successive stages to the process, each one building on the previous. Strategic definition is - of, relating to, or marked by strategy.
How to use strategic in a sentence. of, relating to, or marked by strategy; necessary to or important in the initiation, conduct, or completion of a . The Nine Strategic Windows Model The "nine strategic windows" model uses industry globalism and the firm's preparedness as criteria for deciding if the firm should go abroad, internationally or rather to stay at home.