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HP0-Y12 Building ProCurve Resilient, Adaptive Networks

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HP0-Y12 exam Dumps Source : Building ProCurve Resilient, Adaptive Networks

Test Code : HP0-Y12
Test Name : Building ProCurve Resilient, Adaptive Networks
Vendor Name : HP
Q&A : 116 Real Questions

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HP Building ProCurve Resilient, Adaptive

HP Throws a ProCurve at Cisco customers | killexams.com Real Questions and Pass4sure dumps

WEBINAR:On-Demand

EUC with HCI: Why It matters

HP is expected to unveil a new line of stackable switching items this week in an attempt to keep its No. 2 position at the back of Cisco. but the market leader reportedly has a couple of hints up its own sleeve.

The Palo Alto, Calif.-based desktop and printer maker is introducing its new ProCurve lineup at an trade adventure Thursday with 9 new SKUs, including two out this week, 4 due in December and the final anticipated within the spring of 2005.

The products construct on HP's ProCurve Adaptive side architecture and have already caught the eye of consumers, such as Oregon State university, which participated in early checking out trials.

Louise Bishop, a advertising manager at HP, informed internetnews.com the brand new switches are also designed to future-proof networks via bringing Gigabit and 10-Gigabit Ethernet to the network facet.

"The significant majority of pcs and laptops already support Gigabit connectivity, so community clients are poised to take skills of Gigabit," Bishop noted. "on account of the excessive cost and complexity of imposing Gigabit, some enterprises grasp off, resulting in network bottlenecks that bog down their capacity to rapidly carry the increasingly enormous information traffic demanded with the aid of users."

The enterprise said it has a growing lead over community side device and change manufacturers like Nortel, Foundry and 3Com, however has its eyes on diluting Cisco's greater than 60 p.c market share. The business compares its 3400cl offerings to Cisco Catalyst 3750G-16TD-S, which prices $19,995 however best comes with 16 ports. HP said its switches are additionally comparable to 3Com's 3870 and Foundry's X424.

To do that, HP's ProCurve division is offering two port densities. The ProCurve change 3400cl collection is constituted of 24- and 48-port 10/100/a thousand intelligent edge stackable switches.

The ProCurve swap 3400cl-24G ($three,759) points 20 ports offering 10/one hundred/1000 RJ-forty five connectivity and four twin-character ports with 10/100/a thousand RJ-forty five or non-compulsory Gigabit mini-GBIC slots.

The ProCurve change 3400cl-48G ($6,899) features forty four ports with 10/one hundred/one thousand RJ-forty five connectivity and four dual-personality ports like its 24-port sibling.

The switches present full Layer three and four routing facets, RPS (RPS 600) aid, resiliency facets for top-availability applications and one module slot for not obligatory 10-GbE modules.

security facets in the new Gigabit products include port-based mostly entry handle lists, web-primarily based authentication, MAC lockout/MAC lockdown, in addition to help for SSL, SSHv2, comfy FTP and SNMPv3. Convergence elements consist of hyperlink Layer Discovery Protocol (LLDP), classification of carrier (CoS) support for DSCP, IP-classification of provider (IP TOS), TDP/UDP, IP tackle and L3 protocol, in addition to site visitors Prioritization in the kind of 802.1p classification and Layer four prioritization.

as a result of no piece of machine works in a vacuum, HP is recommending the brand new 3400cl switches in a few configurations.

for example, the business talked about equipment integrators assembling excessive-efficiency wiring closets may pair the 3400cl with HP's 9300 series servers and individual 10Gig uplinks. The switches can be used with 5300 collection and Gigabit optical trunks with budget friendly Gigabit uplinks.

The contraptions can also be used with HP's 9300 sequence servers and twin 10Gb uplinks for high-availability answer and single 10Gb uplink with a dual 10Gb uplink with spanning tree and CX4 10Gb daisy chained 3400s for bendy stacking and excessive-density closets.

HP pointed out its next section is delivering two new 10-GbE Modules, a ten-GbE X2-CX4 Transceiver and a ten-GbE X2-SC LR Optic subsequent month.


HP ProCurve Unveils Readymade community solutions | killexams.com Real Questions and Pass4sure dumps

ProCurve Networking with the aid of HP today introduced three complete offerings - combining hardware, application, an in depth tips library, provider and aid - to make it less complicated for network directors to strengthen and installation secure, cellular, multi-provider networks.

in addition, ProCurve introduced a sequence of items to additional circular out its wireless and change product strains. To help these new offerings, ProCurve has introduced a brand new framework for its Elite accomplice program specializing in exclusive equipment for income and deployment, improved practising content material and delivery options, and more opportunities to excel through a brand new specialization and certification application.

additionally, the business additionally plans to improve a brand new type of items designed to optimize network infrastructure in accordance with the Adaptive facet structure. using business networking know-how and linked rights got from Riverstone Networks, ProCurve will improve the aspect textile, a household of Ethernet LAN networking devices designed to interconnect intelligent facet instruments, offering a cost-advantageous, excessive-bandwidth and resilient connection.

The ProCurve solutions are anticipated to cut back community complexity, simultaneously addressing corporate demands for security, mobility, IP telephony/convergence and a single view of the community.

in line with John McHugh, widely wide-spread supervisor and vice president, ProCurve Networking by way of HP, “nowadays’s announcements reveal how ProCurve makes it possible for network managers to center of attention on initiatives that move business ahead in place of always putting out fires, fixing their issues with a future-proof, holistic strategy to community design.

“assembly three of the good networking issues - security, mobility and convergence - the ProCurve access control security, Mobility Infrastructure and IP Telephony solutions announced these days further guide our area architecture, providing a unified and complete method to the development of comfy, cell, multi-provider networks,” concluded McHugh.

available worldwide, the options consist of core products, functions and assist from ProCurve Elite partners. actual answer configuration will vary case through case, counting on customer needs.


3Com, HP ProCurve target network shift | killexams.com Real Questions and Pass4sure dumps

3Com Corp. and HP ProCurve Networking this week both detailed their new community suggestions, focusing more on what the community does than what it's. And whereas each vendors jockey to establish themselves in a mature, Cisco-dominated market, networking execs will also have to adapt and turn their consideration to the use of the network as a provider platform.

HP ProCurve introduced its 5-12 months imaginative and prescient of "Adaptive Networks," a methodology that shows the network adapting to users, purposes and a company's needs as the community grows and those wants trade. on the same time, 3Com hit with its plan for an Open features community, a community platform that permits clients to add in functions from 3Com, third-party carriers and open supply builders to make sure that the network more desirable fills company wants.

The pair of announcements may also herald a transition in the approach networking execs do their job.

"What I think we're noticing as an normal style here is that when products turn into greater mainstream, the americans who use them need to change," observed Robert Whiteley, senior analyst with Forrester analysis.

in accordance with Whiteley, networking execs might also now ought to focal point strongly on applications and functions that run on the community.

"The community architect is evolving," he spoke of. "Now a community architect has to be troubled about voice and security, and now application efficiency."

John McHugh, vice chairman and generic supervisor of HP ProCurve, noted the new Adaptive Networks philosophy will allow organizations to finished IT initiatives while offering them a direction to turn their networks into strategic assets. The vision, McHugh mentioned, should be done via products that reinforce safety, raise productivity and in the reduction of complexity.

"or not it's a brand new analyze what we consider are predominant trends and important [shifts] forcing features on the network," he referred to. "If mobility, protection and convergence are going to be the principal capabilities being brought to company networks, we are going to adapt to that."

The Adaptive Networks vision builds on a similar plan introduced by using HP ProCurve more than 5 years in the past. That plan, called Adaptive edge, has now been extended to five years out.

in line with McHugh, Adaptive Networks builds on ProCurve's present architectural blueprint for commercial enterprise networks, the Adaptive part structure. the brand new imaginative and prescient, he stated, positions the community to adapt to clients, purposes and the company. Adaptive Networks uses id and machine management equipment to adapt to clients and personalize their adventure regardless of the place they're working or what connection they may be using. To adapt to applications, the Adaptive network uses necessities-primarily based, convergence-competent applied sciences that may combine IP telephony, video, internet-primarily based, collaborative and future applications. ultimately, the new ProCurve network adapts to the firm, letting an organization center of attention on its business goals as a substitute of devoting time, money and components to running the community.

"The Adaptive Networks vision is ready enterprise case capabilities," McHugh pointed out.

the key to the Adaptive Networks strategy is "the unknown," the services and equipment that might be embedded into the network however have not yet seen the easy of day, McHugh referred to. Adaptive Networks, he said, will aid corporations leverage and adjust to these services.

"lots of essentially the most enjoyable things which are going to be deployed [will] be deployed as part of the community," he mentioned. "We are looking to construct a community infrastructure that would not need to comprehend from the get-go what is going on to be mandatory."

Being in a position to prepare the community for future needs is additionally at the core of 3Com's newest network roadmap, OSN, which leverages a lot of know-how partnerships so as to add an enormous array of features to the network, in accordance with Scott Hilton, 3Com's vp, product line administration, data items.

virtually, Hilton observed, the OSN is a platform that lets enterprise network execs customise the network based on their business wants with the aid of integrating applications and features within the infrastructure, which is powered by using 3Com routers and switches. network professionals have further and further requirements -- security, compliance, visibility, VoIP, mobility and optimization -- that they desire introduced into the community. Hilton referred to the capability so as to add these functions now and to have a platform able for future services is on the center of 3Com OSN.

presently, 3Com has partnered with distinct know-how vendors as part of its 3Com Open network (ON) program. preliminary purposes encompass Converged entry' facts and voice optimization; Vericept's visibility and manage utility for compliance requirements; VMware, which offers virtualization; and Q1 Labs, which gives move-based mostly network anomaly evaluation. 3Com is also offering an Open supply carrier Monitoring bundle, leveraging some open source-based network and repair administration functions.

in response to Yankee neighborhood vice chairman Zeus Kerravala, each HP's and 3Com's entries into new territories are makes an attempt to separate themselves from Cisco, the dominant network hardware vendor that boasts virtually 80% of the market. Kerravala noted that HP has to this point been a success with its Adaptive community plans and presently holds the No. 2 slot in profits and ports offered.

"whereas there isn't any de facto alternate to Cisco, they have the best position," he spoke of.

3Com is attempting to separate itself from the pack, although, by making an attempt a brand new tack, as an alternative of selling what Cisco and ProCurve already have attainable.

"in the event you promote whatever thing in a mature market, you need to have a compelling story," Kerravala said. "3Com has to create alternate methods to do it."

Kerravala compared 3Com's OSN approach to Cisco's integrated functions Router (ISR), which has offered listing numbers. He observed 3Com is taking a multi-dealer approach, which is comparable to a Swiss military Knife that comes with the potential to let clients add to it over time so it may well adapt.

"it be designed to let you embed other capabilities," he talked about. "The platform is in region to future-proof the network."

The OSN strategy enables third-birthday celebration and open supply functions to run on 3Com's platform, Kerravala stated. If, down the highway, clients wish to add to it, they can, reckoning on the partnership 3Com stirs up along the style.

"3Com really must create a wide companion base," he noted. "It must be vastly extensive enough to enable for a lot of services. How attractive would an iPod be if there wasn't mp3?"

At a time when the theory of filling the network with "best of breed" options has turned into adding in expertise this is "respectable enough," the center of attention is again shifting, Kerravala noted.

Now, more than ever, the networking pro is charged with guaranteeing that capabilities and applications are embedded in the community, he talked about. both 3Com's and HP ProCurve's approaches point out that network pros will also have to shift.

"it is a style this is been coming for a long time," he spoke of. "there is a couple of functions best done in the network."

Forrester analysis's Robert Whiteley stated both 3Com and ProCurve are now discovering a mainstream viewers that wishes exceptional gear without needing to grasp Cisco's complexity.

"with the aid of and massive, the commonplace community administrator is going to be able to knowingly work with these things with out feeling like it be an test," Whiteley pointed out.

ProCurve's concepts are nearly a hybrid between Cisco's and 3Com's visions, Kerravala observed, extra fueling the "community as a platform" mentality.

"What makes it sensible these days is that IP networks have become ubiquitous," he stated. "earlier than, each carrier become down on its own network and that made issues advanced. Now that every little thing's related [with IP], or not it's a lot simpler. The imaginative and prescient changed into there earlier than, but the networks weren't in vicinity to support it."


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Building ProCurve Resilient, Adaptive Networks

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Pluribus Networks Delivers Next Generation Network Fabric for Distributed Cloud | killexams.com real questions and Pass4sure dumps

San Jose, Feb 27, 2019 (GLOBE NEWSWIRE via COMTEX) -- San Jose, Feb. 27, 2019 (GLOBE NEWSWIRE) -- SAN JOSE, CALIF. - February 27, 2019 - Pluribus Networks, a leader in open networking and next generation software defined networking (SDN), today announced version 5.0 of Netvisor(R) ONE OS, extending the Adaptive Cloud Fabric(TM) to support emerging edge computing and distributed cloud architectures with greater scalability, automation, and market leading network slicing functionality. The company also unveiled an expanded partner ecosystem to offer a more complete solution for distributed cloud deployments.

Opportunity at the Edge

A number of new applications are emerging, along with 5G, that require computing to move to the edge of the network, enabling data processing to occur closer to people and things. This will result in an explosion of mini- and micro-data centers, which need network connectivity that is cost-effective and easy to manage. Econocom Italia's Naboo Cloud is one such example, a high-performance hybrid cloud platform built across multiple geographically dispersed data centers in Italy, delivering a "gateway of services" to large and mid-sized businesses.

"Success in edge computing will require elegant and efficient activation of distributed applications in a highly performant, scalable, and automated fabric which can support a diverse mix of deployment sites and optimize operations in both 'local cluster' and distributed application contexts. With its support of large scale 'whole stack' slicing, standards such as VXLAN for network virtualization, extensive automation for both deployment and operations, and its integration with top orchestration systems for managing cloud infrastructure resources at scale, Pluribus' Adaptive Cloud Fabric is well-positioned for addressing the requirements of the industry's emerging distributed cloud and 5G networking deployments," said Paul Parker-Johnson, Chief Analyst, ACG Research.

Next-Generation Fabric for Distributed Cloud

Pluribus Adaptive Cloud Fabric radically simplifies network operations in highly distributed environments with the power of fabric wide automation and troubleshooting, while improving performance and reducing latency with fully distributed network services. Pluribus' controllerless SDN approach uniquely delivers on the promise of network automation and programmability in a highly efficient and resilient manner with absolutely no controller-to-switch latency penalty even when deployed across distributed data centers. The Pluribus software runs on open networking switches reducing networking capital costs by 30 - 60% over traditional vendors and eliminating vendor lock and catalyzing innovation.

Netvisor ONE OS and the Adaptive Cloud Fabric have been extended to support distributed cloud edge compute sites with release 5.0:

  • Greater Scalability: Doubling the number of containerized FRR vRouter instances per switch for North-South traffic, now supporting up to 2,000 virtual routing and forwarding instances (VRFs) per network slice for East-West traffic.
  • Improved Automation: VXLAN automated tunnel provisioning and management with end-to-end troubleshooting, now with flowtrace for deep flow visibility across the fabric.
  • Enhanced Network Slicing: Doubling the number of containerized FRR vRouter instances per switch, further scaling the already industry-leading slicing across the management, control and data plane for full isolation of tenants and untrusted data like IoT.
  • Building on Customer Momentum

    The Netvisor ONE OS has been selected by over 200 customers globally across enterprise and service provider, the majority operating multi-site data center environments which have been unified by leveraging the Adaptive Cloud Fabric. Tier 1 service provider growth has been particularly rapid with Netvisor ONE now deployed as the fabric for network function virtualization infrastructure (NFVi) in 25+ mobile cores at some of the largest 4G and 5G network operators in the world.

    "I am excited to see our customer base grow and now step into a new market by extending our Netvisor OS and Adaptive Cloud Fabric to the edge to deliver the next generation network fabric for distributed cloud and 5G. Distributed cloud is a huge market with a highly challenging networking problem, and I believe Pluribus can solve this challenge better than any other vendor on the planet," Kumar Srikantan, CEO, Pluribus Networks.

    Customer Quotes:

    "Pluribus Networks was selected for Econocom Italia's multi-site data center deployment because their solution makes our four data centers look like one, radically simplifying operations while providing fabric-wide network services to our customers. We believe this is the most innovative multi-site and distributed cloud networking solution available," Paolo Bombonati, COO, Econocom Italia.

    "We've had Pluribus Adaptive Cloud Fabric deployed across our data centers for over four years now and having a unified, multi-site, data center architecture is critical to our operations. Pluribus enhances our operations by increasing our architectural flexibility and data analytics capabilities, while reducing our total cost of ownership through the use of white box hardware. Pluribus has also enabled us to create separate network slices across our data center locations to isolate our IoT traffic, improving our security posture," Matthew Bielecki, Product Owner - Networks and Telecommunications, Steelcase Inc.

    New Partner Ecosystem

    Pluribus is playing an active role in several new and important industry initiatives, including as a founding member of the Linux Foundation Edge and Vapor IO's Kinetic Edge Alliance. Today, Pluribus is announcing its own partner ecosystem that includes hardware partners, Dell EMC and Edgecore, along with MobiledgeX, Red Hat, and Vapor IO. Each company brings unique edge computing capabilities and expertise to the ecosystem to create a comprehensive solution to address the needs of distributed cloud environments.

    Dell EMC:

    "Combining Netvisor ONE and the Adaptive Cloud Fabric with our high-performance switches delivers an industry-leading open networking leaf and spine solution for data centers, including for geographically dispersed multi-site data center environments. We believe these multi-site deployments are a first step toward edge compute and we look forward to continuing our work with Pluribus as a key open software partner for Distributed Cloud solutions for both our enterprise and SP customers," Alley Hasan, director, Dell EMC Networking & Solutions.

    Edgecore:

    "As the leading networking contributor to OCP, a strategic supply chain partner in ONF, and a proven supplier of disaggregated networking to Tier 1 network operators worldwide, Edgecore understands what it takes to deliver data center and telecom edge solutions based on open networking. We believe that Pluribus Networks' Adaptive Cloud Fabric software combined with Edgecore Networks' industry-leading open network switches will enable operators to deploy distributed cloud infrastructures at scale while minimizing the capital cost and reducing operational complexity," George Tchaparian, CEO, Edgecore Networks.

    MobiledgeX :

    "We are impressed with Pluribus' Netvisor ONE OS and Adaptive Cloud Fabric and believe that it is an excellent fit for the network blueprints for our service provider partners. SDN fabric on white box switches can simplify and optimize the costs to deploy edge compute networks for our SP partners and it also allows us to focus our resources on application lifecycle orchestration at the edge, where we bring the most value. We look forward to partnering with Pluribus as the Distributed Cloud market starts to accelerate," Jason Hoffman, CEO, MobiledgeX.

    Red Hat:

    "Pluribus integration with Red Hat OpenShift Container Platform and Red Hat OpenStack(R) Platform will help to provide a set of rich orchestration tools for the Adaptive Cloud Fabric supporting cloud native, virtualized and bare metal environments. To support growth for distributed edge cloud infrastructure, we look forward to collaborating with Pluribus on specific customer projects and larger industry-wide blueprints in OPNFV such as virtual central office," Ian Hood, chief technologist, Global Service Provider, Red Hat.

    Vapor.io:

    "As the industry shifts towards distributed intelligence, IoT and latency sensitive applications, we see a critical need to locate high-performance compute, storage and network resources as close to the end user and devices as possible. Our Kinetic Edge colocation and interconnection services will support the Pluribus Adaptive Cloud Fabric, creating the potential to simplify networking for our mutual customers," Matthew G Trifiro, CMO, Vapor IO.

    Availability

    Netvisor ONE Release 5.0 is available in Q1 2019 and is compatible with a broad set of 10GbE, 25GbE and 100GbE open networking switches.

    More Resources:

    About Pluribus Networks

    Pluribus Networks is delivering an open, next generation software defined network fabric for modern data centers, multi-site data centers and distributed cloud environments. The Linux-based Netvisor(R) ONE operating system and the Adaptive Cloud Fabric(TM) have been purpose built to deliver radically simplified networking along with white box economics by leveraging open networking hardware from our partners Dell EMC, D-Link Systems and Edgecore as well as Pluribus' own Freedom Series of switches. The Adaptive Cloud Fabric controllerless SDN architecture distributes state and intelligence throughout the network fabric and is optimized to deliver rich and highly secure per-tenant services across data center sites with simple operations and no single point of failure. Pluribus Networks is also embedded in industry leading Network Function Virtualization Infrastructure (NFVi) and distributed cloud solutions which are being deployed in the networks of the world's largest 5G service providers. Pluribus Networks is a founding member of the Linux Foundation's LF Edge organization and a member of State of the Edge. Visit pluribusnetworks.com to learn more.

    # # #

    Red Hat and OpenShift are trademarks or registered trademarks of Red Hat, Inc. or its subsidiaries in the United States and other countries. The OpenStack word mark is a trademark or registered trademark of OpenStack Foundation in the United States and other countries, and is used with the OpenStack Foundation's permission. Red Hat, Inc. is not affiliated with, endorsed by, or sponsored by the OpenStack Foundation or the OpenStack community.

    Kevin Whalen Pluribus Networks 9788528432 kevin@guyergroup.com

    (C) Copyright 2019 GlobeNewswire, Inc. All rights reserved.


    Lessons Learned As An Entrepreneur — Rule 1: Survive | killexams.com real questions and Pass4sure dumps

    The Ones Who Want To; The Ones Who Do It

    I’ve been an entrepreneur for 15 years now. This stint anyway. I set up a business when I was 20 and way awful at the basics and wrapped things up after a while. I was different, a loner and very independent and wanted to do my own thing. But I didn’t have the skills or the support network. The taste of entrepreneurial life didn’t leave me, as I found out much later.

    Then I went into a long corporate career and did well, I found I adapted to several diverse functions well over the years and I managed to be a combination of unconventional, driven and politically adept. A lot of leaders like disruptive people in their organisations because it either makes things happen or it makes them look like they are edgy and challenging leaders. Sometimes both. I was a change maker and found the right guy to use my skills.

    My last company wanted to be innovative. But senior management couldn’t pull the trigger on innovation project after project. Big organisations are good at managing risk and scaling up a small handful of projects. They are not good at taking small ideas and scaling them up. They are not good at in-housing small businesses either, they almost always suffocate them.

    It was time for me to stop complaining about the situation. In my mid-forties I turned my back on the salary and bonus and pension and car. I went for it, I didn’t get paid for a year and then a little the next year. I don’t believe I have ever made up the ground on salary. I have no complaints, I made my own choice.

    It’s been a ride and it’s been nothing like some of the articles and books I read on others who have gone into business and succeeded or failed. Entrepreneurship is like anything else in human endeavour, we all exist on a bell curve with excellence at the left and massive failure on the right of the curve. In the huge centre section live most of us entrepreneurs. We toil away and some of us do well, a lot of us are average and some of us are barely competent. But we all exist.

    It’s worth nothing that when you’re in the middle of that bell curve, you get told about the people on the left of the curve, the once in a generation success stories that occur in most sectors. The uninformed think that all entrepreneurs make it big and that it’s quite easy. That it’s about having a good idea. They don’t see that it’s about execution and hard grind. Ideas are common. But the ability to execute an idea well is a scarce resource.

    I admire all entrepreneurs, except for the truly incompetent and the criminal. The latter are just criminals, not entrepreneurs. I think I even have a little admiration for some of the incompetent, at least they gave it a go and believed they could win. Near where I live an organic greengrocer opened and the area is mixed in terms of economic spread and I wondered if he would make it. He’s doing well, I really admire him. Next door a vegan café has opened its door and I think he is going to fail, he has completely misread his area and footfall. But kudos to them both.

    One thing all entrepreneurs have in common is that they did it. I’ve lost count of the number of corporate people who have told me about their dream to set up a business. But they could never quite jump off the cliff and leave the salary package and bells and whistles behind. I’ve lost count of the number of times people have asked me if they can come along and join in my venture. Seriously. Once the years of uncertainty are behind to some extent, the days of not being paid are gone, they want to hitch to my wagon.

    There Is No Straight Line

    It’s a hard road and no number of blogs and listicles — “7 Sure Fire Ways To Win With Your Business” — are going to come close to the truth of what the journey is like. It’s tough and it’s tough for years and years. My favourite business book of all time is Phil Knight’s tale of him building Nike, “Shoe Dog”. It’s brilliant because it rips the veil away and shows a company that was on the verge of extinction for year after year. He wisely doesn’t write about the glory years of Nike; the bulk of the book is about the earlier years. If you’re thinking of setting up a business, read it. If you still want to start the business, good for you, welcome.

    I made so many mistakes along the way. I don’t own anything close to as much of the business as I envisaged. Mistakes with first and second round investors hurt me early on, not just in terms of dilution, but because of the negative influence on the day to day of the business. A couple of my co-founders left early on too, they realised this life was unforgiving. Big corporations can be good hiding places for underperformers, a big business can absorb an underperformer and carry on untroubled. A small company shines the spotlight of reality on everyone, every day. The weak of spirit fail.

    The original business wasn’t great. It was a good product and funnily enough proved to be three years ahead of its time — the sector exploded later. It was selling decently, but the breakthrough just wasn’t coming so I decided to exit while there was cash in the bank and some retained cash. I was pragmatic enough not to let ego cloud my judgement and knew when to fold on the original idea and use the residual asset to preserve some value for investors.

    We decided to let another venture reverse into our business and use the corporate structure and cash. At this juncture my deal was to assist the new business for a period. Then I was going to move on and develop another venture. I went to the Board after a few months and said it was time for me to leave, I had delivered on my side of the bargain. The managing director then decided to panic and resign. Being a mix of stubborn and loyal, I stayed on at the request of the chairman.

    The next years were a hard struggle, the business we had reversed into was new technology based and by definition it was always going to be tough to succeed. It proved to be that way. Commercial progress was difficult, we were always inches from the breakthrough but never quite there. Cash was a constant worry, we were very close to the lights going off more than once.

    You could be thinking by now I was just a poor strategist, or bad at execution. Maybe I was. But the only thing on my mind was keeping moving forward. Stopping wasn’t an option, not for me, not for the stakeholders. I could have folded the tent and gone back to a decent job, because I wasn’t earning a lot and my equity wasn’t worth much at all.

    I was learning an early lesson. When it comes to start-ups, there is very rarely a straight line from A to B. You have to adapt, you have to keep the lights on as long as you can. Even if you’re not winning in the way you laid it out to your investors, it’s your duty to keep the business operating. It’s not the business you envisaged, but you have to adapt.

    Personal Challenges

    The personal toll in these situations is high. This isn’t the world of glossy business magazines, with sharply dressed entrepreneurs hopping onto airplanes daily. This is “will we make it out of this week?” At some stages the stress was crushing. Awake at 3am wondering how to navigate a serious working capital issue. Sleepless and worrying how to replace a major customer. The loneliness of times such as that is profound.

    Sensible investors were supportive, which was appreciated. Less professional investors invaded my life to an unreasonable extent. The stress is high and affects your whole life. It’s not a complaint, I willingly went into my less than optimal situation. It’s an observation. If you want to be an entrepreneur, develop a thick skin and be resilient.

    You have to learn to keep going when rational people are telling you that it’s time to stop. You have to tell colleagues who you regard as friends that you can’t afford to keep them. You have to motivate a battle-weary team and tell them this is all worth it.

    Some years later I was asked to speak to some business students about my experiences. The person who invited me had seen my challenges over the years. When he introduced me, he said “this is a great story from someone who never, ever, ever gives up.” It was a poignant moment for me and a very proud moment.

    At some level I had always thought of myself as someone who couldn’t handle it when it was crunch time. He was right, at numerous points I could have stopped and didn’t. But I also wasn’t willing to allow myself to accept I was as resilient and determined as I had become.

    Rule 1: Survive

    It was during this period my ethos emerged. The obvious questions: why didn’t I fix the early mistakes by setting up and going again? I asked myself a thousand times why I didn’t just walk away at some stage and reload? It’s because a business evolves. Somewhere along the path I realised that rule number one is to survive. As are rules two to ten. Anything else is way down the list. It doesn’t matter if you are brilliantly set to deal with rule eleven, because you won’t be there to deliver on it.

    You owe it to the venture to survive. It doesn’t matter if the business of the venture evolves along the way. Survive. You’re in the middle of the bell curve and that’s still a creditable place to be. In the end, you realise it’s not an option to walk away. You lean into it and make the most of the venture you have, the one with scores of staff, the ones with hundreds of thousands of customers, the one with many shareholders.

    A breakthrough came and a new and viable business emerged. It didn’t happen overnight, it’s taken the last seven years to develop into a sector leading business. Once more, there was no silver bullet. Seven years of having a central strategy and refining it, being disciplined. Resisting the temptation to overreach. But still being bold. The very essence of being an entrepreneur — controlled risk, just on the edge. But not over the edge.

    We humans get bored easier than we think. That leads to lack of discipline. It’s easy to fall into the trap of veering off path and convincing yourself a new avenue is more appealing, because frankly you’re tired of the grind at some subconscious level. But you have to be disciplined and stick with it. The resilience learned in the survival days is valuable here.

    Even as success was in sight, there were still major events that went to the wire. There is some “Law of Entrepreneurial Deal Doing” which means everything goes to the last minute, no matter how diligent you have been. Even at the end, as your fingertips touch the finish line, a late change happens, the finish lane suddenly gets dragged off into the distance again.

    At times like this, for some reason people feel compelled to voice “it wasn’t meant to be.” I never understand that, there is no higher power. You struggled for complex reasons usually involving humans changing their mind, or external events. Not because of karma. The last two times a deal I thought was closed fell over, I had a short night of sleep, got up and thought “let’s have one more go.” Both times it got done: ugly, late, but done. Survive.

    Scarred And Proud

    I look at the business now and am proud. After all these years I’m still excited, I think we are just getting going really. With a little scale now, there is some leverage to enter new areas and to squeeze a bit more share out of established markets. I look at all the staff now, compared to two of us sitting in a leased office. Look at the regard the business is held in by its customers and partners in markets internationally.

    It’s a good business, it does what it does well. It’s a bit battered and scarred, because it’s had some challenges. The scars have been worth it, they’re a badge of honour. It isn’t exactly the business anticipated at the outset, because we have been adaptive and nimble in order to survive. It’s a sector leader and it has a very good investor base. It attracts great staff. It has a clear strategy and business ethos. The culture is high support and high challenge, there’s a clear meritocracy at work. People who don’t click with the culture are gone swiftly.

    I look at the culture and realise that even though the business is relatively new, it has developed a very clear identity and character. I realise when I analyse it, the character is shaped by the survival years. Uncompromising. Urgent. Bold, yet analytical — “gut feel” can get you in a lot of trouble; it’s used for the last 5% of a decision-making process, the first 95% is from data. Ruthless with competitors, we want their share, before they come after ours.

    It’s a business that is winning because the will to survive taught it how to win. At the moment it’s led by an entrepreneur who learnt that survival is rule number one. I think when I look at the top talent in the business, that same ethos is present. I believe the venture will continue to be a resilient and resourceful growth story, because of its tough journey.

    Photo by Hans Vivek on Unsplash


    Building Adaptive Communities through Network Weaving | killexams.com real questions and Pass4sure dumps

    Editors’ Note: This is an article that focuses on the basic phases of building effective networks, using one grounded example to bring the theory to life. We recommend that readers look back also at Carl Sussman’s article (see Winter 2003, “Making Change: How to Build Adaptive Capacity”) and think about how the two approaches relate to one another in the achievement of real change.

    Communities are built on connections. Better connections usually provide better opportunities. But, what are better connections, and how do they lead to more effective and productive communities? How do we build connected communities that create, and take advantage of, opportunities in their region or marketplace? How does success emerge from the complex interactions within communities?

    This article investigates building adapt ive and agi le communit ies through improving their connectivity— internally and externally—using network ties to create economic opportunities. Improved connectivity is created through an iterative process of knowing the network and knitting the network.

    Know the Net

    Improved connectivity starts with a map—knowing the complex human system you are embedded in. The Appalachian Center for Economic Networks [ACEnet], a regional economic development organization in Athens, Ohio has long followed the connectivity mantra—create effective networks for individual, group and regional growth and vitality. Recently ACEnet has begun to map and measure the social and economic connections it helped create in the grassroots food industry in Southeast Ohio. Network maps provide a revealing snapshot of a business ecosystem at a particular point in time. These maps can help answer many key questions in the community-building process.

  • Are the right connections in place? Are any key connections missing?
  • Who’s playing a leadership role in the community? Who is not, but should be? • Who are the experts in the area?
  • Who are the mentors that others seek out for advice?
  • Who are the innovators? Are ideas shared and acted upon?
  • Are collaborative alliances forming between local businesses?
  • Which businesses will provide a better return-on-investment—both for themselves and the community they are embedded in?
  • These are all important questions that ACEnet seeks to answer in order to help build a more vibrant economy in Appalachian Ohio.

    ACEnet, founded in 1985, provides a wide range of assistance to food, wood, and technologyentrepreneurs in 29 counties of Appalachian Ohio. This region has some of the highest poverty and unemployment rates in the country, and ACEnet works with communities throughout the region who want to improve their support for entrepreneurs as a means to provide more local ownership and higher quality jobs.

    Before you can improve your network, you need to know where you are currently—the “as is” picture. A network map shows the nodes and links in the network.

  •  Nodes can be people, groups, or organizations.
  • Links show relationships, flows, or transactions. A link can be directional. A network map is an excellent tool for visually tracking your ties and designing strategies to create new connections. It can also be an excellent “talking document”—a visual representation that opens up many conversations about possibilities.
  • The transformation required to achieve healthy communities is the result of many collaborations among network nodes. Complexity scientists describe this phenomenon—where local interactions lead to global patterns— as emergence. This is how good local ideas are improved upon and brought to scale. We can guide emergence by understanding and catalyzing connections. For example, knowing where the connections are, and are not, allows a community development organization to influence local interactions. This is particularly important in policy networks where key nodes play an important role in what flows throughout the network. Influencing a smal l number of well-connected nodes often results in better outcomes than trying to access the top person or calling on random players in the policy network. If you know the network, you can better focus your influencing activities.

    What Does a Vibrant, Effective Community Network Look Like?

    Research has been done to discover the qualities of vibrant networks. Sociologists, physicists, mathematicians, and management consultants have all discovered similar answers about effective networks. The amazing discovery is that people in organizations, routers on the internet, cells in a nervous system, molecules in protein interactions, animals in an ecosystem, and pages on the Web are all organized in efficient network structures that have similar properties.

    Five general patterns are observed in all effective networks:

  • Birds of a feather flock together: nodes link together because of common attributes, goals, or governance.
  • At the same time, diversity is important. Though clusters form around common attributes and goals, vibrant networks maintain connections to diverse nodes and clusters. A diversity of connections is required to maximize innovation in the network.
  • Robust networks have several paths between any two nodes. If several nodes or links are damaged or removed, other pathways exist for uninterrupted information flow between the remaining nodes.
  • The average path length1 in the network tends to be short without forcing direct connections between every node. The power of the indirect2 tie is used.
  • Some nodes are more prominent than others—they are either hubs,3 brokers,4 or boundary spanners.5 They are critical to network health.
  • Network Neglect Can Lead to Devolution

    Even though we know several keys to building effective networks, this knowledge is rarely put to use. Networks, whether social or business, are usually left to grow without a plan. When left unmanaged, networks follow two simple, yet powerful driving forces:

  • Birds of a feather flock together.
  • Those close by, form a tie.
  • Recently ACEnet Food Ventures staff asked area entrepreneurs and organizations,“From whom do you get new ideas that benefit your work?”“From whom do you access expertise that improves your operations?” and “With whom do you collaborate?” The answers to these questions were mapped using Valdis Krebs’ InFlow™ social network mapping software into an Innovation Network, an Expertise Network, and a Collaboration Network. Analyzing these networks led team members to realize that there were several entrepreneurs who played a critical role in the food sector, but with whom they had little relationship. The team developed a strategy for more explicitly working with these entrepreneurs by asking them to conduct workshops for other entrepreneurs in which they could learn about their needs for business assistance.

    This results in many small and dense clusters with little or no diversity. Everyone in the cluster knows what everyone else knows and no one knows what is going on in other clusters. The lack of outside information, and dense cohesion within the network, removes all possibility for new ideas and innovations. We see this in isolated rural communities that are resistant to change, or in a classic “old boy” network. Yet, the dense connections, and high degree of commonality forms good work groups—clusters of people who can work together smoothly.

    Instead of allowing networks to evolve without direction, successful individuals, groups, and organizations have found that it pays to actively manage their network. Using the latest research, we can now knit networks to create productive individuals and smart communities.

    krebs2005 fig 1FIGURE 1—SCATTERED EMERGENCE

    Knit the Net

    A vibrant community network is generally built in four phases, each with its own distinct topology. Each phase builds a more adaptive and resilient network structure than the prior phase. Network mapping can be used to track your progress through these four stages.

  • Scattered Emergence
  • Single Hub-and-Spoke
  • Multi-Hub Small-World Network
  • Core/Periphery
  • Scattered Emergence

    Experience shows that most communities start as small, emergent clusters organized around common interests or goals. Usually these clusters are isolated from each other. They are very small groups of 1–5 people or organizations that have connected out of necessity (see Figure 1). If these clusters do not organize further, the community structure remains weak and under-productive.

    Without active leaders who take responsibility for building networks, spontaneous connections between groups emerge very slowly, or not at all. We call this leadership role a network weaver.6 Instead of allowing these small clusters to drift, in the hope of making a lucky connection, the weavers actively create new interactions between the clusters.

    Hub and Spoke

    The first network a weaver creates is the hub-and-spoke model, with the weaver as the hub. The weaver has the vision, the energy, and the social skills to connect to diverse individuals and groups and start information flowing to and from them. The weaver usually has external links outside of the community to bring in resources and innovation. This is a critical phase for community building because everything depends on the weaver who is the lone hub in the network. However, if multiple weavers are working in the same community, we may get multiple hub and spoke networks, with some overlap between all of them. Figure 2 shows the weaver connecting the previously scattered little clusters.

    Initially the network weaver forms relationships with each of the small clusters. During this phase the weaver is learning about each individual or small cluster—discovering what it knows and what it needs. However, the hub-and-spoke model is only a temporary step in community growth. It should not be utilized for long because it concentrates both power and vulnerability in one node—the hub. If the lead organization/weaver fails or leaves, then we are back to the disconnected community in Figure 1.

    In healthy network weaving, the spokes of the hub do not remain separated for long. The weaver begins connecting those individuals and clusters who can collaborate or assist one another in some way. Concurrently, the weaver begins encouraging others to begin weaving the network as well. Even though it is a temporary structure, the hub-and-spoke model is usually the best topology to bring together the scattered clusters seen in most immature communities. An organization with a vision, and contacts to external ideas and resources, can play the role of the hub. This is the role ACEnet took up when it saw that SE Ohio was home to many small, uncoordinated food clusters. There was the Farmer’s Market crowd, the natural bakery, a worker-owned Mexican restaurant and a few other entrepreneurs creating unique food products. ACEnet brought all of these unconnected groups together around a kitchen incubator—a state-of-the-art facility for preparing and packaging a large variety of food items.

    Multi-Hub Small World Network

    When ACEnet decided to build a Kitchen Incubator—a licensed processing facility where entrepreneurs could rent the use of ovens, stoves and a processing line to produce their products—they used the need to design the incubator as an opportunity to link small clusters. For example, for one design session they brought people from the town’s restaurants together with small farmers who wanted to turn their produce into value-added products. Farmers were able to learn about food-production safety from the restauranteurs who explained how these procedures could be incorporated into the incubator. Some of the farmers also used the opportunity to sell their produce to the restaurants, which were always on the lookout for unique raw materials. And, an unexpected bonus was that the restaurants realized that they could use the Kitchen Incubator’s storage warehousefor large orders from their suppliers, thus making the incubator an important resource within the network.

    As the weaver connects to many groups, information is soon flowing into the weaver about each group’s skills and goals. An astute weaver can now start to introduce clusters that have common goals/interests or complementary skills. As clusters connect, their spokes to the hub can weaken, freeing up the weaver to attach to new groups. Although the spoke links weaken, they never disappear—they remain weaker, dormant ties, able to be re-activated whenever necessary. In order to accommodate new connections, the weaver must teach its early connections how to weave their own network. Training in network building is important at this juncture. Network mapping reveals the progress and identifies emerging network weavers.

    This happened with ACEnet as several of the businesses and small nonprofit s began to build thei r own network neighborhood, bringing new nodes and links into the early Athens community network. As the overall network grows, the role of the weaver changes from being the central weaver, to being a facilitator in the community— coordinating with, and mentoring of other network weavers.

    krebs2005 fig2FIGURE 2—HUB-AND-SPOKE NETWORK

    There are two parts to network weaving. One is relationship building, particularly across traditional divides, which gives people access to innovation and important information. The second is learning how to facilitate collaborations for mutual benefit. Collaborations can vary from simple and short-term, e.g., entrepreneurs purchasing supplies together, to complex and long-term, such as a major policy initiative or the creation of a venture fund. This culture of collaboration creates a state of emergence, where the outcome—a healthy community—is more than the sum of the many collaborations. The local interactions create a global outcome that no one could accomplish alone.

    Network weaving is not just “networking,” nor schmoozing, nor handing out business cards. Weaving brings people together for projects, initially small, so they can learn to collaborate. Through that collaboration they strengthen the community and increase the knowledge available in it. After working with the authors, Jack Ricchiuto, a Cleveland-based management consultant and author, created a pyramid of network weaving involvement. Level 1 is a “networking” type interaction, while levels 6 and 7 are highly involved commitments to building community. A majority of ACEnet’s larger successes fall under the two top levels [6 & 7] of Ricchiuto’s Pyramid [1].

    Level Activity 7 Introducing A to B in person and offering a collaboration opportunity toget A and B off to a successful partnership 6 Introducing A to B in person and following up with A and B to nurtureconnection 5 Introducing A to B in person 4 Introducing A to B in a conference call 3 Introducing A to B in an email 2 Suggesting A talk to B and calling B to look for a contact 1 Suggesting to A that A should talk to B

    This transition from network weaver to network facilitator is critical. The original weaver is identifying and mentoring new weavers who will eventually take over much of the network building and maintenance. If this transition is not made, then the community network remains dependent on the central weaver and their organization. At the transition point, the weaver changes from being a direct leader to an indirect leader, influencing new emergent leaders appearing throughout the community. This transition is necessary for the network to increase its scale, impact, and reach.

    Moving from a single-hub topology to a multi-hub topology with its many advantages. The first advantage of a multi-hub topology is that it eliminates having a single point of failure. ACEnet is still a dominant hub in SE Ohio, and its failure would affect the region greatly—but not as significantly as five years ago when the network was spar ser and more dependent on ACEnet. Now ACEnet has the luxury of spending time in new pursuits such as teaching others to knit their nets, and expanding the network to other areas inside and outside of Appalachia.

    To bring in new ideas from outside the region, ACEnet has developed several “innovation learning clusters”that bring together leading-edge organizations from around the country that share their innovations with each other. ACEnet staff that participate bring information about those innovationsback to the region and adapt them to the local environment. For example, Larry Fisher, one of ACEnet’s directors, participates in a rural entrepreneurship policy cluster where he learned the basics of building a policy network from organizations that had many years of experience. He is now leading ACEnet’s efforts to change the policy of local counties, making it more supportive of entrepreneurship; and he can move forward with a more sure hand since he is building on the experience of others, whom he can contact when he has questions.

    As the weaver connects various individuals, organizations and clusters, these entities connect to each other loosely. A new dynamic is revealed here—the strength of “weak ties.” Weak ties are connections that are not as frequent, intense, or resilient as the strong network ties that form the backbone of a network. Strong ties are usually found within a network cluster, while weak ties are found between clusters. As clusters begin to connect, the first bridging links are usually weak ties.

    krebs2005 fig3FIGURE 3—MULTI-HUB, SMALL-WORLD NETWORK

    Bridging ties between clusters are important to innovation. New ideas are often discovered outside the local domain. To get transformative ideas you often have go outside of your group. A successful formula for creating ties for innovation is to find other groups that are both similar to and different from your own. Similarity helps build trust, while diversity introduces new ideas and perspectives. Connect on your similarity, and profit from your diversity.

    Now that other hubs [network weavers] are emerging in the network, the various weavers begin to connect to each other, creating a multi-hub community. Not only is this topology less fragile, it is also the best design to minimize the average path length throughout the network—remember , the shorter the hops, the better for work flow, information exchange and knowledge sharing! Information percolates most quickly through a network where the best-connected hubs are all connected to each other. A network with many hubs is also very resilient and cannot be easily dismantled.

    Next comes a multi-hub, small-world network, illustrated in Figure 3. Here, four clusters have created many weak ties to each other. The weak ties may or may note become stronger to create one tightly coupled larger cluster. The multiple hubs can be small businesses or other community development organizations. Initially, the ACEnet Kitchen Incubator was a major gathering place, a physical network hub, where people ran into each other, hung around to talk, and often cooked up some kind of deal, e.g., joint orders of jars so they could get a cheaper price, an arrangement to jointly market their products, or an agreement to trade labor on a project.

    The impor tant next step i s to strengthen some of the weak ties in the network so they become strong ties. However, a multi-hub network may be difficult to achieve if political and “turf” issues are raging through the network, so these need to be handled early in the process in order for the network to emerge effectively. If two or more community development organizations start battling over turf and control of the community, the result may be two or more competing, single-hub networks that ignore the larger community needs and focus on the survival of their own network.

    Initially, the ACEnet Kitchen Incubator was a major gathering place, a physical network hub, where people ran into each other, hung around to talk, and often cooked up some kind of deal: joint orders of jars so they could get a cheaper price, an arrangement to jointly market their products, or an agreement to trade labor on a project. However, after a few years, many othernetwork hubs popped up. For example, the Athens Farmers’ Market hosted more than 90 farmers and local food vendors who networked with each other and their avid customers. Several years ago, four local organizations set up a Farmers’Market Café that provided tables and chairs under tents so that people could hang around longer and network with more neighbors. Casa Neuva, a worker-owned Mexican restaurant, is not only a networking hub, but has played a major role in organizing most of the locally owned restaurants into the Athens Independent Restaurant  Association, a group that donates money each month to community nonprofits and is increasing the amount of produce and locally processed goods that restaurants purchase from local farm families. Six miles outside town, more than 200 people flock on Saturdays to enjoy fresh baked focaccia, pastries, and hearth bread on the outdoor terrace outside the Big Chimney Bakery. The proprietor is a major network hub himself, who helps new entrepreneurs develop their recipes and learn strategy from a pro.

    The Core/Periphery Network

    The end-goal for vibrant, sustainable community networks is the core/periphery model. This topology emerges after many years of network weaving by multiple hubs. It is a stable structure that can link to other well-developed networks in other regions. The network core in this model contains the key community members, including many who are network weavers, who have developed strong ties between themselves. The periphery of this network contains three groups of nodes that are usually tied to the core through looser ties.

  • Those new to the community and working to get to the core
  • Bridges to diverse communities elsewhere
  • Unique resources that operate outside of the community, and may span many communities
  • krebs2005 fig4FIGURE 4—CORE / PERIPHERY NETWORK

    The economic landscape is full of imperfectly shared ideas and information. The periphery is the open, porous boundary of the community network where new members/ideas come and go. The periphery allows us to reach ideas and information not currently prevalent in the network, while the core allows us to act on those ideas and information. The periphery monitors the environment, while the core implements what is discovered and deemed useful.

    Figure 4 shows a well-developed core/periphery structure. The blue nodes are the core, while the green nodes reside in the periphery. This network core is very dense;7 not all cores will have as high a concentration of connections as this one. Too much density can lead to rigidity and an overload of activity. Monitoring your network using social network analysis can help you see where your network needs to shift connections to match the current environment.

    At this point, the network weavers’ initial tasks are mostly completed. Now, attention turns toward network maintenance and building bridges to other networks. The network weavers can begin to form inter-regional alliances to create new products, services and markets—or to shape and influence policy that will strengthen the community or region. This happens by connecting network cores to each other utilizing their peripheries. The network weavers maximize the reach of the periphery into new areas, while keeping the core strong. The weavers now focus on multi-core projects that will have major impact on the community.

    ACEnet has helped form the Appalachian Ohio Regional Investment Coalition (AORIC) which includes another community organization, a regional foundation, the Ohio Arts Council, and an Ohio University–based institute. AORIC is now mobilizing a large network of organizations interested in supporting entrepreneurs as a way to create a healthier regional economy. This network is reaching deep into communities to identify the barriers entrepreneurs face, and then to collaborate on projects that will develop new supportive infrastructure to increase their success.

    Conclusion

    As we have seen, weaving a network requires two iterative and continuous steps:

  • Know the network—take regular snapshots of your network and evaluate your progress.
  • Knit the network—follow the fourphase network knitting process.
  • All throughout this process network maps guide the way—they reveal what we know about the network and they uncover possible next steps for the weaver.

    Starting with a disconnected community, network builders can start weaving together the necessary skills and resources to build simple, singlehub networks. This will be followed by a more efficient and resilient multi-hub network, finishing with a sustainable core/periphery structure. Once the network is strong, it can connect to other distant community networks to create more opportunities.

    End Notes

    1. The average path length in a network is a convenient measure of the network’s global efficiency. The longer the average path length, the longer it takes for messages to travel between any two nodes, and the more distorted they are when they arrive.2. An indirect tie is a network path that connects two nodes through on or more intermediaries. Here A and B, and B and C have direct ties while A and C have an indirect tie through the intermediary B. A–B–C3. Nodes with many direct connections that quickly disperse information.4. Nodes that connect otherwise disconnected parts of the network—they act as liaisons.5. Nodes that connect two or more clusters— they act as bridges between groups.6. While the Athens food network focused on one network weaving organization—ACEnet, there were actually several individual network weavers within ACEnet. Each network weaver within ACEnet had a particular focus. They all worked with a common vision. If several network weavers are present and willing to collaborate, increased progress is possible.7. Network density is calculated by the number of existing connections as a percentage of the total possible.

    VALDIS KREBS is a management consultant and the developer of InFlow social network analysis software ([email protected], www.orgnet.com). JUNE HOLLEY is founder and President/ CEO of the Appalachian Center for Economic Networks ([email protected] org, www.acenetworks.org). Contact June or Valdis for information on their workshop on network weaving.



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