Organisations must adapt to the network era, shifting from traditional hierarchical structures to networked ones. Hierarchical organisations focus on command and control, making them slow to change and adapt. In contrast, networked organisations are nimble and able to respond to changing conditions quickly. They are characterised by cooperation, knowledge sharing, and a focus on people rather than processes.

The network era requires a new type of leadership, one that fosters an environment of trust, transparency, and cooperation. Leaders in this era need to be connectors, not controllers. They must enable knowledge flow within the organisation and encourage continuous learning. This will create a culture of innovation and agility, which is vital for survival in the network era.

To build a networked organisation, there are four key elements to consider: openness, transparency, diversity, and autonomy. Openness encourages a culture of sharing and cooperation. Transparency builds trust and accountability. Diversity brings in a range of perspectives, fostering innovation and creativity. Autonomy allows individuals to take ownership of their work, leading to increased engagement and productivity.

In the network era, the power is shifting from institutions to individuals. Organisations that embrace this shift, and build a culture of trust, cooperation, and continuous learning, will thrive. Those that cling to old hierarchical structures and command-and-control leadership will struggle to survive.

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