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networks have deep rulesof operation which are

independent of what they

actually do

mick yates2007

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hierarchies

marketsand

hierarchie

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randomnetwork 

“scale free”network

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weak links

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randomnetwork 

“small world”network

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• work  – daily exchange• social – “check in,”

inside and outside theoffice

an important indicator of the trust  in yournetwork

• innovation –

collaboration• expert advice –

problem solving• career guidance –

advice

• learning – self 

Karen Stephenson

networks we belong to

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hubs &authorities

affiliationclusters

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scale free - hubs and authoritiesstructure to help “the rich get

richer”

small worlds - “weak” links tohelp the search for ideas

affiliation clusters – to helpemergence of belonging, trust

and self development

talent networkdesign …

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1. Purpose

effective Networks have a

clear business /organizational purpose which must be pre-defined

outputs must be both usefuland measurable

the blindinglyobvious …

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A Community of Practice is not a

club - it has identity defined by ashared domain of interest and a sharedcompetence

Members engage in joint activities and share information; relationshipsemerge to enable learning and creationof new knowledge

Members are practitioners - theydevelop a shared repertoire of resources, experiences, tools, andways of addressing problems after Etienne

Wenger

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• create shared vision andpurpose

• build distributed leadershiprather than direct and goalset

• focus on knowledge creationnot just knowledgedistribution

talent implications…

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2. Member identity

skills, knowledge, motivations,

problems, geography, timelinkages, goals and beliefs

demands data based

understanding andcommunication …

… and identification of 

“structural holes”

the supposedly easybit …

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•searchable

•customizable– applications

– groups

•facts andcontext

•real time

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• create context as well asdata sharing

• make sure everyone knowswhy they are in the network…

• simplicity and transparency• set the system rules, make

them clear, and then watch

talent implications…

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3. Actionability

something new and

innovative actually happens as a result of the Network’sexistence …

… a corollary is that links in theNetwork must have practicalvalue in real interactions

the sanity check …

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• what do you want to happen?• what is “core” – everyone

must know

• what is “up for grabs” – theyinvent

• each part of the networkreinforces all the other parts

talent implications…

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4. Searchabilityto answer real world questions

informational  … best Thairestaurants?intellectual … learn from

research?

actionable … better salesresults?

relational … team worksbetter?

 judgmental … decide right

a really tricky bit …

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talent implications…

• purpose driven systems• mix of tacit and implicit

knowledge

• seed points - hubs andauthorities

• trajectory of search is the key

• employees take

responsibility

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5. Networktrustworthiness

depends on

- identity of members, hubs &authorities

- actionability of their links

- conversations in affiliation

clusters

the key to the wholething …

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talent implications…

• participation – face to facehelps

• connect existing systems• performance management,

knowledge sharing, goal settingetc

• encourage “trust but verify”• weak links which “work”

become strong

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1. Purpose2. Member identity

3. Actionability

4. Searchability

5. Networktrustworthiness

making talent networkswork …