Growth Strategy Model - The Network Platform
Processes are not enough to drive growth. There needs to a number of support mechanisms that ensure the processes flow properly. These are what I refer to as the platforms for growth. There are three main platforms: Strategic, Organization, and Networks. The Network platform ensures the necessary flow of subject matter information into and across the company to accelerate expertise in key strategic growth areas.
Networks should be thought of in two ways: Internal and External. Internal networks consist of internal, cross-functional subject matter experts. Internal networks are best organized by growth opportunities. For example if your company has identified the mobile space as a strategic opportunity for growth, experts should be identified to discuss the opportunities and challenges for your company in this space. Experts may already have the knowledge or be asked to become experts in the area. There should be cross-functional representation, so while you may not have a finance expert knowledgeable about the mobile industry, they should be asked to become the mobile finance expert for the company. A company could have many growth networks - as many as identified strategic opportunities.
The innovation team should be charged with ensuring the internal networks are engage. There should be virtual environments set up to drive knowledge sharing and discussion and in-person events to learn more about the area (possibly with speakers identified by the external networks).
External networks are inflows of subject matter expertise into the company. The identified growth opportunities dictate the external experts needed. The innovation team and member of the internal network should reach out to respective external experts. Efforts should be made to ensure to most current information on the growth opportunity is shared with the internal network including asking for regular presentations on current events and disseminating research.
Networks are simple in concept, but they take a lot of work to ensure that they are actively engage. All too often networks are set up only to remain stagnant as members become distracted by the primary jobs. All participants should be granted time by their managers to participate, their participation should be part of their annual goals, and the virtual environment should make it easy for the members to stay up to date with the activity on the environment.
