The Connected Commons is a community of people who believe that in an interdependent world, networks are now the organizing principle of our social and organizational lives. We seek to develop network ideas that advance the performance and well-being of individuals, organizations, and society as a whole.
On September 9th and 10th over 100 organizations attended the first annual Connected Commons Summit. It was a stimulating event that mixed real world applications of network thinking along a number of core dimensions.
Materials related to the conference can be found below:
View the complete program including session descriptions.
Archer Daniels Midland Company
Associated British Foods plc
Bank of America
Bersin by Deloitte
Booz Allen Hamilton
Bordeaux & Associates LLC
Boston Children’s Hospital
Canada Pension Plan Investment Board
Center for Creative Leadership
Center for Human Capital Innovation
Colella & Associates
Decision Strategies International
Department of Homeland Security
Educational Testing Service
Eli Lilly and Company
Ernst & Young
EXec EXcel Group LLC
Executive Networks, Inc.
Federal Reserve Bank of New York
Great Place to Work
Grenoble Ecole de Management
Institute for Healthcare Improvement
International Finance Corporation
Johnson & Johnson
Katy Strei Consulting
McKinsey & Company
NASA Langley Research Center
Naval Research Laboratory
PwC People Analytics
Sucampo Pharma Americas
Tammy Erickson Associates
The Boeing Company
The Boston Consulting Group
The Coca-Cola Company
The Maritz Institute
The World Bank Group
Trackmind Solutions – Spark Collaboration
Triad Consulting Group
United Way Worldwide
University of California, Davis
University of Chicago
University of South Florida
University of Virginia
USC Marshall School of Business
World Bank Group
This session introduced the Connected Commons, described its purpose and offerings for members, and explored its primary research domains – organizational change and alignment, innovation, talent optimization, and leadership effectiveness – using case examples, it showed how organizations have used network tools and techniques to improve performance in these areas.
As collaboration becomes more central to all of our work, developing practices that recognize the importance of traditionally invisible networks becomes increasingly important. John discussed how companies can adapt on this front.
This brief presentation introduced the predictable way reputations emerge from gossip, and are sustained by gossip, with dramatic implications for building and managing people, products, groups, and organizations.
Leader’s personal networks play a critical role in effectiveness, decision making, and innovation. However, performance is not enhanced by simply building a big network but rather by decreasing unproductive collaborations and building networks along two key dimensions. Rob’s presentation will focus on case examples and then discussion on means of decreasing network overload (the most significant executive network trap our work has shown as a career de-railer in the past 10 years) by addressing cognitive, structural and behavioral strategies.
Tammy provided insights into generational differences regarding personal network effectiveness.
Andy described how making networks visible helps organizations recognize and pursue opportunities for innovation. He focused on how personal network dimensions and actions shape group and organizational level networks within and between organizations.
Bill discussed several of the broad trends that have made networks a critical determinant of organizational success. He characterized recent work on use of network analysis to identify and work through high leverage people and roles in networks.
Margaret and Greg discussed the shift in talent management from focusing on the individual to studying networks.