Who should be in your Network?

There are some simple questions you can ask yourself when you are deciding who should be in your network. They include:

• Who can help me?
• Who knows what is going on?
• Who already has strong networks?
• Who are the critical links in the supply and information chain?
• Who are the high profile people?

Review within your organisation

Generate a map of the people in your organisation and then establish the level of connection you have with the people in your organisation and who introduced you to these people. This will give you an opportunity to identify where there are gaps in your network and identify the gate keepers (also known as superconnectors or brokers) of information and technology within your organisation (Figure 2). These people often bridge clusters. They can be at any level but are key to the flow of communication. Having these people in your network will keep you informed of the key issues within the organisation and will aid in the dissemination of yours and others ideas.

Figure 2. Importance of Brokers in Companies1

The two panels highlight the importance of a broker in connecting clusters and expanding the flow of information.

Review external to your organisation

Identify where you fit within the supply chain.  Do you know your suppliers’ suppliers and customers’ customers (Figure 3, A)? They may be one removed from the organisation but they will allow you to be informed of any issues with supply of inputs or demands of outputs before they are received through the conventional communication channel. This is also another avenue for ideas. As mentioned in the example above the third highest source of innovative ideas came from customers and by including your customers’ customers you have dramatically increased the pool of innovative ideas. As you map out your network external to the organisation remember also to look for the brokers as these people are a valued asset.

Then look broader into your industry, are there opportunities for not only vertical but also horizontal integration (Figure 3, B). Look for opportunities to network with competitors. Organisations competing in the same markets have commonalities that can be exploited to reach new markets. Also think of the industry and those peripheral stakeholders as an ecosystem where all parts are interrelated. Try mapping the ecosystem. This will identify areas where you are not networked and therefore require further attention. Universities and research institutes are a prime example of organisations on the periphery of many industries but are a rich source of creative thinking that can be translated in innovation.

Finally look at areas outside the ecosystem, especially in areas where innovation and creative thinking are prevalent. It is easy to have a narrow focus but it is amazing how often an existing technology used within another industry is applicable to your industry and organisation.  The Queensland Government has recently undertaken R&D Forums and Technology Clinics to allow organisation to interact with researchers and other organisations to create innovative ideas to address common industry issues.

A.

B.

Figure 3. Supply Chains. A. A generalized representation of a supply chain. B. An example of the vertical and horizontal integration of a supply chain in the food industry.

1 Uzzi B., Dunlap S., How to Build Your Network, Harvard Business Review, Dec 2005

Links to subsections of this topic

Types of networking
Who should be in your Network?
Networking
Structuring your networks
Evaluating your Networks
Summary
Programs and Services