Designing the Networked Organization by Ken Everett
Everett started a network of necessity but then encountered surprising benefits. He discovered networked organizations to be resilient, innovative, and leader-full and that these characteristics arise out of the design. This potential, he says, applies equally to networks of independent associates as it does to traditional organizations willing to adopt a new style of leadership - a style closer to hosting than commanding.
This is a practice-based book: Its developmental model was earned through experience. The model lays out three phases: from connections to communities to coalitions, or from doing fine to getting better to getting better at getting better. Ken Everett illustrates these claims with real-life examples. He describes how a family company with only 3 employees grew to be represented in 30 countries via 300 colleagues. The potential of the networked organization is new, and that's what this book is about.