From Networks to WorkNets

Our approach to network design includes five steps:

1) Determine the work:

What work do you want to accomplish? Networks for business are not so much "networks" as "WorkNets," because the work must come first — and then the network is built around it. This "work-first" approach is what makes our methodology unique and, more importantly, effective.

2) Identify the talent:

Once the work is defined, you must decide who should participate. We aim to establish membership diversity — the source of discovery and innovation — in terms of perspective, discipline, experience, age, personality type, etc. A WorkNet should also have "layers" of membership, from "core" members to those who play a less involved role. (Why? To keep peers talking with peers and to avoid wasting people's time.)

3) Design balanced exchanges:

Every WorkNet involves three types of exchanges among members: economic (transfers of money, reduction of opportunity costs), informational (creation, evolution and swapping of ideas; identification of capabilities), and emotional (new relationships, camaraderie, feelings of respect). Our WorkNet designs balance these exchanges to maximize the value proposition for each type of member.

4) Create appropriate experiences:

Technological innovations have made virtual networks much more effective and flexible, but face-to-face contact has unique value in building trust and relationships. WorkNet members can participate in a blend of virtual and physical networking opportunities, from online forums to traditional get-togethers. The right mix depends on the nature of the work, the preferences and locations of talent, and the desired exchanges. Creating appropriate experiences is crucial to maintaining a WorkNet heartbeat and stimulating new thinking and creativity.

5) Integrate appropriate technology:

This step comes only after the first four have been completed. Here, we ask what technologies must be established to support the WorkNet. Note that "technology" in this context includes not only software and the Internet, but also one-on-one lunches, live workshops, online forums, surveys and blogs — whatever avenues help members fulfill the WorkNet's purpose.

For more information about WorkNets, please contact Jim Park, james_park@monitor.com.