Driving Results Through Social Networks: How Top Organizations Leverage Networks for Performance and Growth

Chapter 5. DELIVERING RESULTS THROUGH PROCESS NETWORKS

It is common for us to be called into an organization after a reengineering or process redesign effort and to find ineffective collaboration offsetting efficiencies anticipated from work-flow improvements. Ours is not a unique vantage: a recent McKinsey survey of 7,827 executives found that nearly 80 percent of these executives rated their organization as "ineffective" at or "experiencing difficulty" with critical collaborations.^[25] The problem is that traditional process mapping and improvement techniques too often miss inefficiencies driven by collaborative breakdowns in networks.

For example, we frequently see people who were effective in a prechange organization become overloaded in the ...