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Network logic the way they partner with their stakeholders? Is there an established way to benchmark these kinds of public–private collaborations? A step in the right direction One exciting project involves a collaboration between HM Customs and Excise, the Government Office for the East Midlands and the East Midlands Development Agency. The project is using a new technique known as virtual network analysis (VNA) to try to improve partnership working. 12 The approach combines process mapping and modelling with what is known as social network analysis, or ‘people mapping’. In human networks the assets are tacit, intangible and intellectual. VNA maps and measures these intangible assets in order to make them tangible and the effective management of them more possible. Three trials were commissioned by the Director of Crime Reduction in the East Midlands, addressing: domestic violence in Northampton burglary in Nottingham sport partnerships in Nottinghamshire. The VNA trials are currently in various stages of completion. Already the findings are positive. Blockages have been identified and efficient integrated working solutions are being implemented. Some improvements have been immediate; others take more time. In the domestic violence trial in Northampton, for instance, the study revealed that ‘four different agencies all carrying out multi-agency training to different standards were unaware of each other’s work in this area’. When these shared practices were identified, knowledge was much more effectively leveraged through group learning. In the burglary trial in Nottingham it was discovered that one crime-solving division was holding crucial knowledge close to its chest to the detriment of other parts of the organisation. Systems for effective knowledge transfer and reward mechanisms for sharing information were explored. 44 Demos
Towards a theory of government Looking to the future We know from the science of networks that there is hard-wiring embedded in the apparent ‘softness’ of social capital. Indeed, social capital has been the missing link in a performance equation that only valued human capital as measured hierarchically. The very nature of traditional performance measures is silo-esque – people are measured by those to whom they report. Now, by combining social and human capital measures, the intellectual assets of the organisation can be asserted, assessed and quantified. People can be measured by whether they run to, not away from, problems. This recognition carries with it the potential, at the very least, to neutralise the myopic exclusivity of the silo mentality. At best, it could hold the key to neutralising the destructive networks of international crime, fraud and terrorism. VNA is an important approach in facilitating more effective cooperation between segments, but more work lies ahead. In particular, while processes may be mapped and aligned, who is looking after the leaders? Where does the leadership reside and what does it look like? Traditional leadership theory focuses on the typical ‘one leader’ approach and falls short of the mark. Within a segmentary system we must rethink leadership as a network of segment leaders, cooperating and coordinating at improved efficiencies for the greater good of the total enterprise. This is true infrastructure. Figure 2, developed for the VNA trials, tries to capture this concept. In this VNA world, leaders at some time or to some degree are followers. 13 At any one time leaders may be leading: laterally for external partnerships laterally for internal partnerships downwardly for vertically integrated hierarchies and intermittently according to the exigencies of a decision process. 14 The real lesson here is that the recombinant properties of a leadership network are just as important to model and understand as the processes they govern. Demos 45
Page 1: Network Logic Who governs in an int
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Page 6 and 7: Open access. Some rights reserved.
Page 8 and 9: Network logic 10. Your friendship n
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Power does not reside in institutio
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Copyright 226 Demos DEMOS - Licence
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