We sit at the hub of a distributed network. In the past, only some organizations sought to organize as networks – those that had to bring together, federate or otherwise affiliate disparate groups characterized by diversity. Today, an organization that does not distribute its functions is unlikely to leverage its network. Learning strategy therefore carefully considers how to decentralize the means while sharpening the aim. We explore the tension between the consequences and risks of decentralization and the benefits of learning in the network. We share a collective vision and commitment to building the capacity of our network and leveraging our organization’s connectedness to improve. How well we execute on that commitment is measured by mission performance. We are empowered as connectors in the network: from members to the hub, from the hub to the members, and members to each other. What is changing about the collective vision we share? What needs to change? How …
