The ability to navigate the in-between spaces

How can large organizations most effectively connect decision-makers across functions, divisions, and business units — not to mention with other companies, governments, and other external stakeholders?

Efforts to do so usually require organizational innovations.

For example, when General Electric Co. (GE) became one of the first U.S. multinational companies to enter Myanmar after that country reconnected with the global economy, executives from GE’s Global Growth Organization (GGO) played key roles. Because critical gaps existed in the country’s basic infrastructure, they connected the dots across GE’s businesses to structure and sequence health care and aviation projects with power projects. Simultaneously, they arranged training in 21st-century technologies and management practices for Myanmar-based executives, professionals, and government officials.