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Network logic which they are part. ‘Leading between’ will be the new leadership imperative of the coming decades. The challenge of leadership in a network society Our increasing personal and institutional interconnectedness, the long-term trends driving it, and the challenges that arise from it, are all familiar terrain. 1 The organisational responses to these developments have also been chronicled. Companies have been reorganised internally as networks of sub-units, and externally as specialised hubs in distributed production networks involving other suppliers and subcontractors, often crossing national boundaries. 2 This model is exemplified by Cisco Systems, a company that mediates between customers and a diverse array of manufacturers of components used in information technology networks. According to Shoshana Zuboff and James Maxmin, these trends are set to accelerate and intensify in the coming decades with the emergence of the ‘support economy’. Their thesis is that the drive to specialisation has left individual corporations unable to provide the ‘deep support’ that consumers need to help them navigate through ever-more complex arrays of choice and offering, or to engage with the personals needs and aspirations of individual customers. As a result, most will therefore find themselves drawn into ‘federated support networks’: fluid configurations of firms brought together to provide unique aggregations of products and services. 3 The same drive to integrate has also been felt across the public sector. Public policy problems are now understood to cut across traditional institutional boundaries. As Prime Minister Tony Blair put it, ‘Even the basic policies, targeted at unemployment, poor skills, low incomes, poor housing, high crime, bad health and family breakdown, will not deliver their full effect unless they are properly linked together. Joined-up problems need joined-up solutions.’ Public services are under growing pressure to offer genuinely ‘personalised’ solutions if they are to meet the individual needs of an increasingly demanding citizenry. 4 Yet the agencies charged with meeting these challenges have spent the last century retreating into ever-more 92 Demos
Leading between specialised functional silos, supported by powerful institutional, professional and disciplinary cultures or ‘tribes’ that make effective coordination very difficult. The trouble is that this increasing interconnectedness does not reduce our requirement for leadership. By creating new and tough problems, and undermining the legitimacy and effectiveness of some of the traditional institutional responses to them, it actively increases it. But the question is what kind of leadership do we need? Old theories die hard Too often in the face of these pressures we look to locate leadership at the top of institutions. In an uncertain world, we expect individual leaders to somehow provide certainty where previous leaders could not: ‘We call for someone with answers, decision, strength, and a map of the future, someone who knows where we ought to be going – someone in short who can make hard problems simple.’ 5 In education, for example, we have seen the rise of ‘superheads’ – headteachers and principals brought into failing schools and given more resources and higher remuneration on the assumption that they will personally be able to reverse the decline, often with very mixed results. In local government we have seen the introduction of US-style elected mayors, in the hope that concentrating power in a single office will create more visible and effective leadership. But so far these have failed to capture the imagination or energise citizens, and in the few municipalities that have opted for local mayors electoral turnouts have not markedly improved. In business we have seen the ‘cult of the CEO’, with senior executives paid vast salaries because corporate survival is seen to depend on attracting and retaining talent. But as the controversy over ‘rewards for failure’ indicates, many such remuneration packages are only tenuously linked to actual business performance, and in a number of notorious cases (for example, at GE Marconi) executives have been given multi-million pound severance packages even after leading their companies to the verge of ruin. Demos 93
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Network Logic Who governs in an int
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About Demos Demos is a greenhouse f
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Open access. Some rights reserved.
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Network logic 10. Your friendship n
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We are some way from being able to
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Network logic urban communities, re
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Network logic a weblog called DearR
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Network logic networks permit, to c
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Network logic we approach such regu
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Network logic Power The changing na
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Network logic has coined the term
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Network logic Boundaries of identit
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Network logic beliefs, explanations
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Network logic verbal forms of mutua
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Network logic framework for the und
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3. Towards a theory of government K
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Towards a theory of government in f
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If the rhetoric of community-led re
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Network logic Enhancing service del
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Networks and neighbourhoods coordin
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Networks and neighbourhoods where e
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Networks and neighbourhoods Figure
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Networks and neighbourhoods in any
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Delegating judgement and individual
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Network logic more likely to be lar
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Network logic culmination of the cl
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Network logic many sectors we categ
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14. The information utility John Ta
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The information utility task will b
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The information utility instrumenta
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The information utility Goods and s
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The information utility other publi
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Smart mobs aren’t a ‘thing’ t
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Network logic ‘People Power’ pe
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Network logic another Lovegety owne
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Network logic One of Granovetter’
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Network logic performance of partic
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Network logic technology becomes we
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Social movements have always had an
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Network logic experience of diverse
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Network logic Use of network techno
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Network logic The challenges of net
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Network logic domain. Increasing us
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Power does not reside in institutio
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Network logic technological paradig
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Network logic recombinant power, pr
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Copyright 226 Demos DEMOS - Licence
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