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Networking as a Managerial
Tool for Excellence
PCs
Internet
Dot-com
Optical fiber
Protocols & Open-
source softwares
Increase in foreign
investments
Globalization 3.0
The ‘hyper-global’ environment of the
21st century
“A platform that allows individuals more equal “A platform that allows individuals more equal ability to plug & play, compete, connect, and ability to plug & play, compete, connect, and
collaborate globally”collaborate globally”
Overload of Similar companies, employing
similar people, with similar education &
training, who work in similar positions, raise
similar ideas, speak a similar language,
producing similar products at similar price
and similar quality
You need to stand out
The New Game Rules
The New Game Rules
What ever can be done will be done-
The only question is whether it will be done
by you or for you.
1
The most important economic
competition is going to be
between you & your imagination.
2 The New Game Rules
Your success depends on how well you learn to
collaborate on the flat platform.
3 The New Game Rules
If you want to collaborate globally,
know your time zones
שינוי הנחות יסוד בתחום
(המשך)העבודה
גישה חדשה
(Yמודל )
גישת החפצה /גישה ישנה
(Xמודל )
אם לא נשנה זה לא יעבוד לאורך
זמן
אם משהו עובד לא צריך לשנות
אותו
אחריות לחידושים על כל עובד
בארגון
אחריות על חידושים על מחקר
ופיתוח בלבד
לא , לא ללמוד –החשש הגדול
לא להתפתח, להסתגל
החשש הגדול מתקלות במוצר או
בשרות
אחריות המנהל לשלוט בעובדיו אחריות המנהל להניע עובדיםWe are moving from an Industrial age…
We are shifting from Industrial workers…
We are shifting from Industrial workers…
By Alex May
To knowledge workers
By Alex May
Working assumptions of the industrial age
are outdated & insufficient ...
plan organize
coordinate control
command
What made executive successful in the past is
precisely the recipe for failure in their future Herminia Ibara, Leadership & Learning Professor, Insead
Most of what mattersMost of what matters to your business to your business
is happening is happening outsideoutside your businessyour business
Welcome to a network society
Creating Added Value By Collaborations
Its Not All About Me
שירן כרמל: צילום
שירן כרמל: צילום שירן כרמל: צילום
Spreadability vs. Reach
Gary
Vaynerchuk
What’s in this for me?
Networking as a Basis for Influence & Motivation Partnerships & organizational processes
Networking as a tool for excellence Breaking my ‘glass-ceiling’
Curiosity drive networking…But
What are the challenges? barriers?
Or…
Great Lecture but…
We are not aware of the importance of this issue
We do not believe in this issue
We do not think it's right for our organization
We do not think it's right for us (it's not my nature)
We do not know how to do it
We did not do it, so we do not do it
Internal-Collaboration with stakeholders within an
organization to achieve goals & promote business strategy
Senior
management
Line
manager
Direct
reports
Indirect
reports
Peers
Customers
Suppliers
Community
Colleagues
Indirect
boss Professional
associations
Government
officials
External-Cooperation (Business, regulation etc) with
stakeholders outside an organization to achieve goals &
business strategy
Senior
management
Line manager
Direct
reports
Indirect
reports
Peers
Customers
Suppliers
Community
Colleagues
Indirect
boss
Professional
associations
Government
officials
Internal and external networking product that produces
successful and effective cooperation over many years
Networks of sellers & buyers in
a huge business arena, generate
billions in revenue
=+V
Source: Mark S. Granoveter (1973). The strength of
weak ties
Who will help you in your life?
Quantity>QualityQuantity>Quality
The wisdom of the ants
An Idea is not a light bulb…
An Idea is not a light bulb…
An Idea is a Network…
An Idea is a Network…
Influence
Business value/benefit
From an Operational Factor to a Business Leader
Operational
Player
Decisions
Partner
Loyal Ally
Business
Leaders
At Risk/
Derail
High
Level
Senior Manager
Influence & Knowledge Paradox
Low
Level
Frontline Manager
Time Is Money…
Traditional
Management 32%
HRM 20%
Communication 29%
Networking
19%
Mediocre Manager
Traditional Management
13%
HRM 11%
Communication
28%
Networking 48%
Successful Manager
FRED LUTHANS, "SUCCESSFUL VS. EFFECTIVE REAL
MANAGERS", ACADEMY OF MANAGEMENT EXECUTIVE, 1988, 2(2): 127-132.
Who > What Who > What
(Who you know becomes more (Who you know becomes more
important than what you know…(important than what you know…(
Being Being Right is not is not EnoughEnough
What determines our success at work and personal
life is not only our business & personal benefits, but
also the extent of our personal influence on
decision circuits at work and outside
Before Networking - Where do I want to go?
Define my personal / family / business / vision ... and
then I realize how networking can help me in achieving it
Before Networking - Where do I want to go?
Define my personal / family / business / vision ... and
then I realize how networking can help me in achieving it
What is Networking?
Creating trust & circles of influence as a long-term
basis to promote future interests & activities.
The most effective informal way to promote & achieve
goals.
The network enables its members to share information,
insights & to get help.
Networking is a learned skill of giving & receiving.
Everywhere & Anytime
Family-friends-work events
Through existing networks
Through social media
Connect people & Close open ends
Networking when? where?
Contact
Establishment
of a network
Maintenance &
Development
of
relationships
Make Contact…
Your ego go last…
Dare, do not be shy
Most people want to be connected…
Look for the right timing (when you’re in need)
Developing and leveraging the network
Acquaintance
Friendship
Partnership
48 hours effect…
Get out of your comfort zone
Explore. Check in advance who will attend the event.
Set a goal to initiate a discussion with 3 people that
interest you and prepare for these talks
PRACTICE PRACTICE PRACTICE
