Join the Strategic Relationship Management group; the network of relationship managers on LinkedIn.
A networking organisation is a relationship-centered, flexible and adaptive entity that transcends traditional boundaries
A networking organisation develops deep collaborative relationships in a creative and consistent manner. Goals are achieved by extracting the full value from the different partners.
Networking organisations look like glass houses; the boundaries between inside and outside are blurred.
Networking organisations are those with a professional relationship management strategy. They access networks and tap into this collective knowledge by developing meaningful relationships with their stakeholders.
As keeping pace with change and innovation becomes increasingly challenging and the complexity within and around organisations is growing fast, having a solid relational network with relevant power and expertise helps to decrease complexity and move through challenges in more agile and effective ways.
Today’s society is as much about cooperating as about competing. Connected through social networks, both online and offline, people and organisations are sharing information and resources. These networks do not only consist of organisations that are based on a typical kind of knowledge, but also include individuals with their personal knowledge and insights. Together they tap into collective knowledge and problem-solving abilities.
Source: Managing Authentic Relationships, Amsterdam University Press (2019)
The 17th century painting
on the cover of our book
The painting on the cover of our book Managing Authentic Relationships is a historic example of a networking organisation. In the 17th century, The Netherlands was a world empire and trade, for example in wine or spices, was managed by ‘militias’. Militias were small closed networks; as an outsider it was hard to get in, but once inside the members of the network gave each other all kinds of favours. Cooperation between the members of these networks was based upon trust, so among the members of the militia there was little need for extensive oversight and written contracts. Doing business was therefore more flexible and resilient in this complex time, when a world empire had to be managed without the internet or mobile phones.
This post is also available in: Dutch