Description:
At the core of your company, there is a group of people who seem to call the shots–or, rather, all the shots seem to be called for their benefit. This core group can’t be found on any organization chart. It exists in people’s hearts and minds. It comprises the people whose perceived interests and needs are taken into account as decisions are made throughout the organization. In the best organizations, the core group can be a resource: Members represent the unique values and knowledge that distinguish their companies. When core groups display independence, creativity, and power, the rest of the company follows. Such behavior on the part of the company, in turn, creates value for shareholders, especially over the long term. But because of the core group’s enormous power, members need to make themselves aware of the signals they send, both intended and unintended. For better and for worse, the core group reinforces whatever it pays attention to. If you do not know who constitutes the core group in your organization, or what the members stand for, you may find that leading will be extremely difficult–even if you are ostensibly the person in charge.
Subjects Covered:
Communication in organizations, General management, Innovation, Knowledge management, Knowledge transfer, Leadership, Networks, Organizational behavior, Organizational change, Power & influence.
This article appears in the July 2003 issue of the Harvard Business Review. Cornerstone Business Solutions will be pleased to furnish you a reprint that we purchase if you kindly notify us by telephone at (505) 325-4900.