Networking Organisations for a Multiplier Effect
Mutual Dependency is Key
In order for organizations to come together, they have to feel the need for networking. Networking for the sake of networking is what happens commonly, and it will not have any beneficial effect. There are numerous such networks already.
To motivate networking with others, an organization should be clear on what is its core strength, what is in its scope and more importantly what is out of its scope. It should be brutally honest to itself on what help it needs from others in doing what it cannot do by itself. This requires setting its ego aside and exposing its vulnerabilities, which are very hard things to do.
To really build networks that have a multiplier effect on member orgs and their impact to society, we need orgs to come forward for a higher cause that cannot be achieved individually, and have an honest dialog on how each can benefit from the strengths of others.
A Framework for Organization Roles
We can borrow the chaturvarna framework to classify the role each org can, needs, wants and loves to play in the society. And resist the urge to cover everything by oneself.
- Brahmana: thought leadership, subject matter expertise, authentic pursuit of knowledge for its own sake.
- E.g.: Education, Research institute
- Kshatriya: Activism, shielding beneficial forces from adversarial forces, keeping cohesion among workers for the higher cause.
- E.g.: Political, activist, media, narrative-builder
- Vaishya: Resource mobilization and distribution for smooth functioning of the overall cause. Facilitate mechanisms for short-term and long-term sustainability of the movement.
- E.g.: Fundraiser, networking, event organiser org
- Shudra: Skilful harnessing of available resources and energies to create value that helps the cause.
- E.g.: Startup, enterprise, service org
Each organisation should identify its primary and secondary role / varna among the above, and especially which roles it doesn't want to play. The latter will help it decide how it can use the network. Because a successful ecosystem should have players in all roles.
Suggestions for building Robust Organization Networks
- Resist the urge to be all-inclusive from the very beginning. It's ok to start small with a few willing participant organisations, build synergy and then attract other orgs to want to join organically. Such a pull-based approach ensures a robust network.
- Have periodic closed-door round table meetings of member orgs to identify their strengths and vulnerabilities to each other. Let them identify how they want to rely on each other. Mutual dependency is key to successful networking. The chaturvarna taxonomy can be used to articulate strengths and gaps.
- Pose grand challenge problems that require multiple orgs to collaborate to solve. Organise network level events to showcase the solution and the impact of the network to society. This is where the rubber meets the road. This is how the network justifies its existence.
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