The power of purposeful networks
Despite what the recent geopolitics might suggest, we still live in a highly interdependent world. No-one and nowhere in the world is completely self-sufficient. No one person has all the answers. We are all connected.
The same goes for organisations – and not just mission-driven ones. Whether funders or traditional charities with service delivery models, coalitions or communities of practice, today’s mission-driven organisations are built around and fuelled by their relationships.
Understanding networks
Loosely, a network can be understood as a system of interconnected individuals, groups, or entities that come together towards a common goal. All organisations are part of a bigger whole that contributes to their work in the world.
When we refer to networks in this article, we will focus on social sector networks where organisations and individuals coalesce around a shared purpose or mission. Often, they are community-based and representative, seeking to achieve a change that no single member can achieve alone.
Lessons for purpose-driven organisations
In our experience, we see a shift in many organisations, away from traditional, often hierarchical relationships towards more decentralised, community-driven, and relationship-focused ways of working.
But what does it really mean to embrace a networked approach? What are the challenges and tensions for organisations to navigate—and what benefits may it bring?
1. Adaptability: Strong networks are agile
Networked organisations offer an excellent opportunity to stay agile in a world of constant change. They can review and pivot quickly to where they are most needed.
Because they are supported but not bound by the limitations of more centralised, hierarchical decision-making structures, networks are able to respond with a level of speed and dynamism that traditional organisations struggle to achieve. This was particularly evident during COVID-19, when networks such as the Pandemic Action Network were able to mobilise emergency resources in the most vulnerable countries, provide immediate public education and support around vaccines.
However, too much flexibility could come at a cost. In crises, networks may suffer from being too dispersed and thus disjointed in their overall responses. This could see multiple conflicting or misaligned outputs from across the network that may undermine the long-term vision for change.
Effective networks have a level of accountability and shared vision that helps them to stay “on mission”, even in times of great uncertainty.
2. Leadership: Authority comes from within the network
Unlike traditional organisations where leadership is appointed and directs from the top, network leaders are generally selected by the members with the mandate to act on their behalf, to drive towards the mission and ensure the network is more than the sum of its parts.
This can be challenging, as it demands balancing the autonomy of members with building a coherent strategy for the network. A network leader cannot run too far ahead of the group, nor can they wait. The role is often about getting the right amount of energy into the system.
A strong and practical Theory of Change is one way to establish coherence, direction and a shared narrative about change. This work often requires a higher level of stakeholder engagement and socialisation than traditional organisations, but this must not jeopardise momentum or deter networks from engaging in the process. Depending on the scale of the network, it will be important to respect a network’s diversity and complexity in this process.
In our experience, it is helpful for network leaders to let go of central views around planning and operations and ask themselves: where is the energy coming from across the network? Are network members empowered? And importantly, how can the network be activated to channel and amplify this energy towards the common vision for change?
Ultimately, authority sits with the network, not its leadership.
3. Resilience: Networks share strengths and risks
Good networks are resilient.
Members are closer to communities, and can better establish locally relevant responses or initiatives that are tailored to the people they serve. In this model, networks distribute risk away from the centre and build resilience.
Much has been discussed about the ongoing cost-of-living crisis, rising inequality and perception of scarcity, particularly in the UK but also globally. Networks offer the scale and ability to pool resources—knowledge, funding, and people—that is a powerful strategy in this context. Individuals or organisations can draw support from network peers to cope with or recover from disruption.
Networks will need strong operational foundations and internal mechanisms to facilitate sharing, learning, and equitable distribution where possible, to enable the collective potential. Without these, their potential may remain unrealised.
When resilience and trust are embedded, networks can not only withstand external pressures but also innovate and evolve, turning challenges into opportunities for growth and greater impact.
A network will only be resilient if it is built on trust.
4. Innovation: Good ideas emerge from diversity
By design, networks or networked working can offer a platform for innovation to help meet the most complex problems.
Drawing on the multifaceted backgrounds, expertise and perspectives across the membership of a network can create a place for creative problem-solving, and peer-to-peer learning and reflection. It also facilitates challenge and critical debate, as members may hold divergent views, which will strengthen final choices.
Creative processes that include a broad, diverse group of people lead to good, inclusive, new ideas.
As networks celebrate the diversity of ideas and initiatives across the members, there is an opportunity for sharing, learning and reflection. It will be important to avoid internal debate that becomes a barrier to making collective progress.
Innovation is not just about new ideas, it is about learning. Good networks put learning at the heart of their approach.
Strong networks are powerful, when they are purposeful
Networks offer purpose-driven organisations a powerful model to achieve change. They provide agility, distribute leadership and risk, and create space for innovation. However, they require careful management to balance these strengths with accountability, alignment, and focus.
Firetail has supported many purpose-driven networks. They have been set up as networks, membership organisations, coalitions and similar groupings. We have seen both the potential benefits and pitfalls of this way of working.
While networks offer great potential, they also present unique challenges. Getting it right is a balancing act.
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Firetail has supported networks with strategy development, theories of change, impact evaluations and learning partnerships. If you are a mission-driven network thinking about your impact in the world, please get in touch, we would love to explore these issues with you.