If your smartest employees are getting together to solve problems and develop new ideas on their own, the best thing to do is to stay out of their way, right? Well, think again. For years, loosely organized employee networks have been helping companies find creative solutions to challenges that bridge functional gaps. Composed of on-staff experts who got together to share information and insights, these "communities of practice" often generated improvements that saved firms dramatic amounts of money and time. Not wanting to crush these groups' collaborative nature, managers let them operate independently, off the grid. But as business became more global and technology multiplied the tools and information available to experts exponentially, community members found it harder to dedicate time to these voluntary groups. Communities started to fail. They didn't die, however; they evolved, becoming integrated into companies' formal structures. Today they're an actively managed part of the organization, with clear accountability and executive oversight. The most effective communities address issues that are critical to the organization and strive to meet specific, long-term goals. Companies assign them official management sponsors and full-time staff, train their leaders, and even make participation in them part of employees' performance criteria.

【書誌情報】

ページ数：12ページ

サイズ：A4

商品番号：HBSP-R1003F

発行日：2010/3/1

登録日：2012/3/28