boundary spanning leadership integrated with network development webinar
TRANSCRIPT
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September 2015Webinar 2
Network Leadership Webinar Series:
Today’s Presenter: Chris Ernst
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Boundary Spanning Leadership Integrated with Network Development
Chris Ernst
Today’s Discussion Leader
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A Network of Allies
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Whatare boundary spanning
networks?
How to span boundaries in
networks?
Whydo they matter?
So What are the implications?
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Whatare boundary spanning
networks?
How to span boundaries in
networks?
Whydo they matter?
So What are the implications?
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Boundary Spanning Networks
Drath, W.H., McCauley, C., Palus, C.J., Van Velsor, E., O’Connor, P.M.G., McGuire, J.B. (2008). Direction, alignment, commitment: Toward a more integrative ontology of leadership. Leadership Quarterly. 19:635-653.
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7 Copyright © 2012 Juniper Networks, Inc. JUNIPER NETWORKS CONFIDENTIAL
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Question for Reflection
What’s a innovation challenge you or your organization
currently face that can only be solved by collaborating across
boundaries??
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Whatare boundary spanning
networks?
How to span boundaries in
networks?
Whydo they matter?
So What are the implications?
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Center for Creative Leadership Research
Vertical
Across levels and hierarchy
Horizontal
Across functions and
expertise
Stakeholder
Beyond boundaries of the company with external
partners
Demographic
Across diverse groups (e.g..,
gender, ethnic, nationality
GeographicAcross
regions and locality
Organization Boundaries
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6 Levels
15 Functions
Multiple customer accounts
Broad ethnic,
gender, generational,
cognitive diversity
18 countrie
s
Organization Boundaries
Purpose Built Boundary Spanning Network
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Geographical Network
Individuals at the headquarters (HQ) location have larger networks, averaging 24 known contacts.
Non-headquarters (Non-HQ) employees average 16 known contacts.
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Vertical Network
The network is hierarchical, with interaction flowing upward.
Average contacts increased at higher levels― Manager – 10.6― Director – 13.9― Senior Director – 18.3― Vice President – 27.7― Executive – 43.0
Info
rmat
ion
Seek
ers
Information Providers
Significantly higher than expected
Higher than expected
Levels of CollaborationAverage to slightly above expected
Below expected
Significantly lower than expected
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Horizontal Network
Among the two groups, 49% of Engineering’s incoming relationships are with Sales. Only 21% of Sales’ incoming relationships are with Engineering. Both groups have less than expected levels of collaboration with each other.
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Question for Reflection
Across what type of boundary is your organization most effective at collaborating?
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Question for Reflection
Across what type of boundary is your organization least effective at collaborating?
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Whatare boundary spanning
networks?
How to span boundaries in
networks?
Whydo they matter?
So What are the implications?
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Tactic 1: Design the Right Environment
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Tactic 2: Explore New Perspectives
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Tactic 3: Use Experts Wisely
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Tactic 4: Mix Formal Hierarchy & Informal Networks
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Tactic 5: Activate Three Roles Critical to Innovation
Connectors Brokers Energizers
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Key Network Roles
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Whatare boundary spanning
networks?
How to span boundaries in
networks?
Whydo they matter?
So What are the implications?
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BOUNDARIESbound⋅a⋅ry1. Something that indicates bounds or limits; a border or bounding line
©2011Center for Creative Leadership. All Rights Reserved.
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FRONTIERSbound a ry⋅ ⋅2. Also called frontier. The location of the
most advanced or newest activity in an area.
©2011 Center for Creative Leadership. All Rights Reserved.
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Key Takeaways
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ASIA PACIFIC CONNECTORS
AMERICAS CONNECTORS
BANGALORE CONNECTORS
Applying Boundary Spanning Networks at Scale
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Juniper Connectors
Approximately 5% of Juniper population mixed across five boundary dimensions
Chartered to improve performance via networked approaches to direction, alignment and commitment
Empowered through experiences that enable doing what they naturally do, even better – Connect Everything, Empower Everyone
AMPLIFYDirection
ACCELERATEAlignment
AMBASSADORSCulture/Commitment
NETWORK BEHIND THE NETWORK
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Resources, Questions & Discussion
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