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If you see the network as the organization of the future, then this
book is for you. Ken Everett thinks so, too, and he wrote this book
to help the architects of such future organizations. 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.
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