NAVIGATORs are employees, colleagues, who independently of their function and hierarchy are able to successfully move in open, increasingly fluid organizations. They combine the head-heart-hand competencies, identify opportunities, often at internal and/or external interfaces of an organization, identify and mobilize (human) resources and steer projects to completion and success. I’m looking for examples in any kind of organization, whether they are coined “a navigator” or simply act in this sense. Would love to hear from the Rebels community!
Hi Juergen, This is a good description of what a Product Manager does - because the role has an overriding purpose (your nominated product or future product) that goes well beyond any one fixed function. Every day you go and find what needs doing and make it all happen by influence rather than direct authority. This includes external partnerships too. Happy to talk more if you would like.
I have read your post with interest a few times. There's a handful of us at our company who potentially fulfil roles in the way you describe and would be happy to have a chat if you are still interested in speaking with people on this?
Please feel free to drop me a line on firstname.lastname@example.org for more info.
Hi HelenH, Anna F, Philippa, you all kindly responded to my “Navigators” post and kindly offered to explore further. I have individually reached out to you by Email but haven’t received any response so far? I’m still very interested, we could also potentially do a four-way call, if you prefer. Pls let me know. Thanks!
If we could tag one apocalyptic rider for adaptive organizations, it would be "traditional performance management." It is old-fashioned performance management that keeps us in a world of humans as resources, as command-and-control takers, with rigid top-down planning, and solid prevention of curious and exploratively-minded cooperation. Its logic is plan – do – check – act.