CISummt 2013: Chris Ernst, Collaborate to Innovate: The Power of Boundary-Spanning Networks at...

COLLABORATE TO INNOVATETHE POWER OF BOUNDARY SPANNING NETWORKS AT JUNIPER

Chris Ernst, Ph.D.

2009 CCL Boundary Spanning study with 128 senior executives

How important is it for you to work effectively across boundaries?

“In a networked world, working across boundaries is the new and critical work of leadership.”

The paradox

-Chris Ernst and Donna Chrobot-Mason

Whatare boundary spanning

networks?

How to span boundaries in

networked organizations?

Whydo they matter?

So What are the implications?


networks?

Whydo they matter?




Boundary spanning

©2010 Center for Creative Leadership. All Rights Reserved.

Accelerating innovation through boundary spanning networks

The Innovation Challenge


networks?



Whydo they matter?


The 5 boundaries of organizations


Vertical

Horizontal

Stakeholder

Demographic

Geographic

72 out of 85 people (85%) completed the Innovation Challenge social network survey.

Innovation today requires spanning five boundaries

Individuals at the headquarters (HQ) location have larger networks, averaging 24 known contacts. Non-headquarters (Non-HQ) employees average 16 known contacts.

Individuals within HQ interact most frequently with others inside of HQ, while those outside of HQ interact with individuals both inside and outside of HQ.

Outside Sunnyvale

Inside Sunnyvale

Geographical Network

Average contacts increased at higher levels― Manager – 10.6― Director – 13.9― Senior Director – 18.3― Vice President – 27.7― Executive – 43.0

The network is hierarchical, with interaction flowing upward

Info

rmat

ion

S

eeke

rs

Information Providers

Significantly higher than expected

Higher than expected

Levels of CollaborationAverage to slightly above expected

Below expected

Significantly lower than expected

Vertical 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.

Horizontal Network


networks?



Whydo they matter?


The six practices for spanning boundaries in networked organizations


define boundaries link boundaries intersect boundaries

understand boundaries reframe boundaries reimagine boundaries

BUFFERING

REFLECTING

CONNECTING

MOBILIZING

WEAVING

TRANSFORMING

Tactic #1

Design the Right Environment

Tactic #2

Explore New Perspectives

Tactic #3

Engage Experts Wisely

Tactic #4

Mix Informal Networks and Formal Hierarchy

Connectors Brokers Experts Energizers

Tactic #5

Activate Four Network Roles


networks?



Whydo they matter?


Network Feedback

Score Topic

95% Rated experience “Very Good” overall.

98% Rated it as a worthwhile investment of their time.

100% Agreed they were better connected to their colleagues.

100% Agreed they were better positioned to have different conversations with their customers.

100% Agreed they are engaged and excited to be part of Juniper's future.

“Fantastic way to break down barriers, build relationships, create new thinking and inspire Team Juniper.”

“The energy and enthusiasm in the team was absolutely infectious. The best experience I've had in my 8 years at Juniper.”

“Best way to create, capture and deliver value!!”

“A very challenging experience which pushed boundaries. I learned a lot and found out more about myself.”

FRONTIERSbound a ry⋅ ⋅2. Also called frontier. The location of the

most advanced or newest activity in an area.


CISummt 2013: Chris Ernst, Collaborate to Innovate: The Power of Boundary-Spanning Networks at...

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