Why networks?

The proliferation of networks of individuals today represents a social phenomenon recognized the world over

It has arisen above all because of :

  • The technical possibilities offered by the Internet
  • The increasingly “nomadic” nature of careers. The evolution of the labor market, which leads entire categories of individuals to view their professional life in terms of their membership of certain networks (graduates, young managers, specialist technicians, career-transitioning managers, young retirees, employees turned consultants, area or technological specialists, company alumni, etc.).
  • The emergence of new business models that lead companies to make frequent adjustments to their workforces. In fact, they need simultaneously to protect their social image, which can be damaged when they lay people off, and to remain attractive in order to acquire new skills.
  • Demographic developments: the resignation or retirement of certain employees brings about a loss of corporate “memory”than can be harnessed via communities and networks.
  • Technological complexity that necessitates growing multi-company and multi-disciplinary exchanges on common issues (for example, knowledge management).
  • The increasing phenomenon of re-hiring former employees.

There will be a proliferation of networks based on common values, skills and issues:

All organizations are going to be led to foster the creation of networks, for example, those of their former employees (their alumni). The alumni network phenomenon, begun by consulting firms in the United States in the 1970s, has since spread to all sectors. A number of companies are well known for having been able to establish and exploit alumni networks: McKinsey, P&G, Gemplus, Danone, L’Oréal, SNECMA, Mars, Microsoft, IBM, PWC, etc.

Why will organizations need to “surf” networks ?

Networks will no longer be what they once were.

They will no longer be merely rare “clubs” available to membership of an elite, of an august educational establishment, etc. They will increasingly become the base of everyone’s social life, the instrument for finding well-organized solutions to quests for information, partners, customers, consultants and, of course, jobs.  Everyone is at the intersection of a growing number of networks and knows more or less how to tap into them. Everyone is beginning to recognize that some are more useful than others. School associations are seeing their memberships fall, professional associations are seeing the number of “zappers” (those who come to some meetings without paying their membership fees) rise. The reason is simple: paying a subscription, if all it provides is a directory, makes less and less sense when such directories are easily made “public” and when  Internet connections make it ever easier to trace old acquaintances. From now on, networks, be they internal to companies or external, must deliver real value to their members.

This value depends on members’ expectations and, depending on the nature of a network’s membership, can be derived from:

  • Organizing social or cultural activities; technical, informative, cultural meetings, etc.
  • Providing value add products like researches, technical advices
  • Arranging contacts with coaches, consultants, educators, etc.
  • Setting up meetings with potential investors, customers, suppliers, etc.
  • Offers of business, jobs, professional development, etc.

Companies must learn to “surf” the network wave

They can use them to enable to develop the people they work with better. The benefits of professional networks  will only last if they are reciprocal. A well “connected” current or former co-worker sees his quality increase, an employee who is better informed about his art or his technique because he is in contact with other experts,  a former employee, still active, contributes to promoting a company’s products, a former retired employee can continue to make a contribution by returning to carry out an occasional project or even conserve and hand on his knowledge to younger generations. All of them, through their own networks, will make the company’s network flourish.

The Boostzone Institute helps its members to formalize and energize these multiple interactions at the heart of the communities created by their organizations.

Further reading: