Gravity Maps: An Alternative to Org Charts
An organization chart doesn’t tell you about power structures
An organizational chart shows who’s responsible for what. It’s like a map of job titles and tasks, but it doesn’t tell you who really gets things moving. It’s great for understanding formal roles, but it misses the hidden forces that actually drive decisions and progress.
That’s why I suggest creating your own "gravity map of influence." Think of it like gravity in space—some people have more pull than others. These are the folks who, no matter their job title, can sway opinions, influence decisions, and make things happen. Their power isn’t about their position on the org chart; it’s about how much people listen to them. In short, they’ve got organizational gravity.
The tricky part? Organizational gravity isn’t written down anywhere. You won’t find it in a handbook or a spreadsheet. That’s why you need to build your own private gravity map. This map will help you figure out who the real influencers are and make sure you’re talking to the right people when it matters. Start by chatting with your colleagues—ask them who they go to for advice or who always seems to have the final say in meetings. Pay attention to how decisions are made and who’s behind them.
Don’t forget to update your map regularly. Organizations are like ecosystems—they’re always changing. When someone leaves, their influence often shifts to someone else. When a new person joins, they might bring fresh ideas or connections that shake things up. Keeping your map current will help you stay ahead of these changes and make sure you’re always working with the right people.
What I read
As usual, I will list some of the best articles I read on the Internet. I will keep a list of the best articles (currently >800) at https://www.digital-product-management.com. These are today’s picks:
Research Interview Question Types: Question types and the quality of the responses that you will get from each one.
Leadership House: Building solid foundations for leadership success.
Analytics tools for every purpose: A lis tof product analytics tools for different purposes.
This is a good point. Behind the phenomenon you describe is the difference between personal power and organizational power. If people follow your lead without formally reporting to you, you have personal power. If your boss is a good boss, he will recognize and promote you. This will add organizational power. This, in turn, leads to the effect you describe. Some people in boxes have more influence than others. Maybe we should talk about what creates personal power?
Interesting concept! Do you have any concrete methods for building/maintaining it? Or how it’s useful day-to-day?