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What s In CEOs own restructuring Empowered employees Innovation starting from the bottom up Facts, data, and analysis decision making Investing in technology and productivity tools Long-term strategic thinking Transparency: Open and honest communication to employees Leaders managing a remote workforce Companies focusing on core business and outsourcing noncore activities What s Out CFOs own restructuring Bureaucracy and hierarchy Ideas driven from the top down Intuitive analysis decision making Cutting IT budget to make the qtr/yr Short-term cost-cutting mentality Elite communication: Only the leaders know the real story People working together in same building Companies who manage everything in-house

in a re ective manner, and she responded well to praise and encouragement from the examiners. Lateral dominance is rmly established in the right hand for paper-and-pencil manipulation. Vision and hearing were screened at the health department and reported to be normal.

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Embracing Organizational Change Step One may appear to be rudimentary and unimportant if a company s goal is a more lofty state of intercompany integration and collaboration However, this step is necessary to prepare for the adaptive business network There s no point in trying to achieve greater integration through an investment such as collaboration software unless a company is first willing to move through Step One If a company can t get its operational-level employees to agree on the phone to a common vision of reality among a handful of companies, it will not achieve success if it jumps ahead into automated vendor replenishment or other advanced business systems discussed in the later steps of the adaptive business network Step One is about bringing together people from different companies to understand the value of a shared set of accurate data.

Notice that the primary people involved in Step One are at the basic operational level of the company For Step One to be a success, companies must enable employees involved in the frontline trenches to participate in this organizational initiative Not only do these employees jobs become easier; they also develop processes that enable the entire company to work more efficiently Management must allow these employees to spread the word to other workers This creates a sense that participating is a reward that helps the company to operate more efficiently That s why the process starts slowly, one partner at a time A company should keep it simple by limiting the phone calls to reports on inventory and orders It should enforce progress with small wins, and it shouldn t add new partners until everyone is in agreement regarding the numbers being discussed.

the use of those tools. Soon, we believe, companies that have invented and implemented collaborative solutions over the past few years will have abundant proof to justify those investments. In the future, we believe that the period for proving the ROI of technologies that enable knowledge sharing will be extended beyond the traditional single-year timeframe. Investments that require social as well as technical integration and are meant to build the sustainability of the company must be given more time to become ingrained in organizational culture and practice.

To use a sports analogy, at this step companies aren t looking to win the wicket They re looking for single runs People like to win They like to be successful Companies should seek quick wins and move on to the next step One reason Step One is so simple is that the phone calls the group makes essentially replicate the kinds of information-gathering performed by sophisticated supply chain software De-automating these processes gives the activities back to employees to relearn and revalue, ensuring they are implemented properly before automating these processes with technology Removing the software from the process prevents people from hiding behind technology The beauty of Step One is that it involves people from various companies talking about the fundamentals of business, and arriving at joint decisions about how to make business processes more.

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, Sullivan, K, Reichardt, A, Roberts, J E, et al (2009) Developmental trajectories of young girls with fragile X syndrome American Journal on Intellectual and Developmental Disabilities, 114, 161 171 Haupt, R, Fears, T R, Robison, L L, Miklls, J L, Nicholson, H S, Zeltzer, L K, et al (1994) Educational attainment in long-term survivors of childhood acute lymphoblastic leukemia Journal of the American Medical Association, 272, 1427 1432 Hauser, W A, Annegers, J F, & Rocca, W A (1996) Descriptive epidemiology of epilepsy: Contributions of population-based studies from Rochester, Minnesota Mayo Clinic Proceedings Mayo Clinic, 71, 576 586 Hawke, J L, Wadsworth, S J, & Defries, J C (2006) Genetic in uences on reading dif culties in boys and girls: The Colorado twin study Dyslexia: An International Journal of Research and Practice, 12, 21 29.

Promising practice (Berninger, Raskind et al., 2008; NICHD, 2000; Schneider, Ennemoser, Roth, & K spert, 1999)

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