Chapter 11. A WORKSHOP FOR ALIGNING NETWORKS WITH STRATEGY
Sally Colella
Consider this familiar scenario: a leader has an idea for a new business strategy that could substantially boost performance—an idea that requires previously isolated groups to coordinate their efforts. Excited by the possibilities, he spends a lot of time thinking through the details and scripting his remarks to the employees who will be implementing the strategy. But after the big announcement, nothing much happens. Those on the receiving end are confused. They know that they're supposed to be doing something—and something different from before—but they may not understand how they fit into the larger plan or how to collaborate with people they don't know well to deliver ...
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