Today, your performance review is based on things like sales numbers or number of goals met. Tomorrow, though, it could be based on something that until now has remained ephemeral: organizational influence.
Already companies are using influence to help them run more smoothly.
For example, when companies have a new system to roll out, they'll look up who the most influential people are in various departments and bring them in for a briefing ahead of time, in the hopes they'll be able to evangelize the system to their peers.
The most progressive organizations have always realized that the informal connections employees make with others and the amount of knowledge and expertise they share outside of prescribed work responsibilities contributes mightily to the bottom line. But until now, they haven't had an empirical way of measuring that activity.
Already companies are using influence to help them run more smoothly.
For example, when companies have a new system to roll out, they'll look up who the most influential people are in various departments and bring them in for a briefing ahead of time, in the hopes they'll be able to evangelize the system to their peers.
The most progressive organizations have always realized that the informal connections employees make with others and the amount of knowledge and expertise they share outside of prescribed work responsibilities contributes mightily to the bottom line. But until now, they haven't had an empirical way of measuring that activity.
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