An important feature is still lacking. The network organization, of course, is a global one. We deal with global network organizations. What does the notion of the "global" here mean? It means that the world, nothing more and nothing less, is the context of any workflow to be considered. This is a most radical notion of overtaxing immance. It is only the world we are acting in, but it is the whole world conceived of as the context of any one of my operations.

We can't decide upon our projects, about our friendships, about our careers, or about our areas of interest without taking the possibilities of the globalized society into account. This is frightening, and it is liberating. We always have to decide with respect to these possibilities, and we tend to see nothing but restrictions with respect to attempts to take into account these possibilities. The world society is the horizon of our action, thinking, and communication. But it is an horizon, which is blocked here and there, and almost everywhere, by institutions, by authorities, by traditions, by conventions, by rules, and by norms we think we can leave behind us but others (among them, most of the time, ourselves) still think essential.
The network organization is both the result of the global society and the structure to make use of it. You need a constant reflection on your network you are operating in in order to stay in touch with the world as it is. That is what networks provide: They consist of elements, among them: partners, who are reliably unreliable in that they connect both to you and to others you sometimes know, yet most of the time don't know. Networks are the radar that brings to you the world horizon as it may be of relevance for you. And since a network is only a network, watching it, you stay aware of structural holes (Roland S. Burt) in their middle or between them, which may have surprises in store you better be prepared for in some diffuse, yet alert way.
Now try to imagine a software, which features those characteristics of networks, connecting you to elements, among them: partners, you know are out there and shows you at the same time that these elements are a selection among an unknown, and unknowable, number of other elements. Try to imagine a software combining features of semantic webs, information retrieval, and social software in organizing your workflow, giving you the means and the power to literally look at your network while deciding what you are up to, and what not. It looks surprisingly like System One, doesn't it?
The workflow of a global network organization is a highly local way of work situated in a world horizon of its own possibilities. Imagining you next step you look at the highly concrete task before you while being aware of a wealth of possibilities you select as not relevant while still having an eye for it. That is what a workflow is about: A focus on a task combined with a reflection of a wealth of alternatives. We thought until recently that organization consists in defining routines to be buffered against alternatives unless top management decides otherwise. Nowadays, and thanks to the computer, its software, and the internet, we know otherwise. We open our workflows to have a look at their differing and heterogeneous contexts, and we inform our top management about the facilities, the computer and the software, we need to have at our disposal to do so.
That kind of a global network organization seems to be possible among firms and governments, hospitals and universities, schools and theatres as if technology, professionality, and bureaucracy now come only second to globalizing as indicators of a reliably performing organization. The technical core, to be isolated and contained, of older days, becomes the very node of a network, a network of suppliers and clients, of shareholders and stakeholders, of employees and managers, of consultants and investors. This is amazing. But it is happening right here and right now.