The Organizational Network Fieldbook: Best Practices, Techniques, and Exercises to Drive Organizational Innovation and Performance

2.2. Network Formation

Ensuring that each new network has the greatest chance to succeed is a process that begins long before the network is formed. Many authors and consultants stress the informal nature of such communities, arguing that any attempt to systematize them will crush them. ConocoPhillips found the exact opposite—that without clear and explicit links to the organization and its business purpose, networks often evolve in ways that fail to contribute to business goals. The company adheres to two fundamental principles in this regard.

First, no network is created without a clear and detailed business case that specifies the value proposition to the company and is agreed on by network leaders and members. Insisting on a business case ...