Networking done differently: Part 1, the innovators

Hands up who’s been business networking before? All of you? Good. Keep your hands up if you ever felt it was transactional, stilted, and personally unsatisfying. Most of you? Even better.

Business networking, depending on which side of the “vert” fence you sit on (intro- or extra-), is either a welcome retreat from the grind or a necessary evil needed to gain valuable business contacts; perhaps a bit of both. To get ahead in business, some wise person once said: if you aren’t working, you should be networking.

One of the most polarising business networking groups – and possibly the OG of small to medium business networking – is Business Networking International or BNI.

Business Networking International was founded in the United States in 1985 by management consultant Dr. Ivan Misner (Ph.D. in organisational behaviour), now its “Chief Visionary Officer.” He boasts BNI has grown to 11,300 chapters in 76 countries. According to Dr. Misner’s website, BNI generated “16.6 million referrals resulting in more than $25.3 billion dollars’ (USD) worth of business for its Members” in 2024.

BNI chapters are tightly run ships, owing to the comprehensive BNI Chapter Operations Manual. There are metrics to hit, rules to follow, and education modules to complete. Its ultimate “draw” is that once your business category seat is filled, none of your competitors may join.

You will hear all sorts of opinions about BNI from members, visitors, and outsiders. Some call it too stiff and impersonal. Some say it’s too focused on hitting targets, while others swear by it.

Just as Hungry Jacks and KFC compete with McDonalds, entrepreneurs have taken up the challenge to deliver business networking differently. Despite BNI’s hegemonic success, there are several home-grown groups that have met new and changing demands.

Margaret Cunliffe, director of VIP Business Network, struck out on her own because she wanted a group that “matched the warmth, authenticity, and practical connection” she herself was after.

“I’ve always built a networking group wherever I’ve lived, from London to Singapore, Sri Lanka to Australia,” she says. “When I moved to Melbourne in 2010, I immediately started my own, because I saw a clear need for a network built around genuine relationships, with less structure and more heart.”

As for the MATCH Alliance, where Lauren Siegel is Membership Director, the business wasn’t intent on networking.

“MATCH Alliance evolved organically out of MATCH Executive, a large executive recruitment firm that’s been doing fantastic work for over 20 years,” Lauren says. “Our Chairman, Ronnie Lewis, is the visionary behind the business. He saw a clear opportunity: clients weren’t just looking for recruitment solutions. They were craving meaningful, long-term connections with other senior leaders; people they could trust, bounce ideas off, and build genuine partnerships with.

“What started as a value add for recruitment clients, soon took on a life of its own.”

Margaret says VIP sets itself apart by taking the time to truly understand members and their needs instead of plopping a whole bunch of people in front of canapes and hoping for the best. Better yet, you don’t even have to leave your office.

“We actively facilitate introductions based on values, needs, and goals; not just job titles or industries,” she says. “Every person is welcomed as a whole human being, not just a business function. Our events are inclusive, relaxed, and thoughtfully curated from Zoom sessions to in-person lunches, dinners, and boardroom soirées. We never pressure people with referrals or quotas, which makes a big difference to the quality of relationships and trust in the group.”

MATCH also does things differently – they’re not a catch-all organisation; they are a “boutique executive networking group” and proud of it.

“We take the risk out of networking,” Lauren says. “Too many people walk into events and know within a minute they’re in the wrong room. That doesn’t happen [with us]. Everything we do is thoughtfully curated. We’re focused on quality over quantity, who’s in the room matters. We might be a lower touchpoint model compared to traditional groups, but we’re high impact. We’re big on keeping it human.”

With all that said, does the “old school” structured BNI model still have a place, or are its weekly breakfasts numbered?

“I think ‘old school’ networking still has a place,” Margaret says. “Many small business owners are worn down by rigid structures, referral quotas, and the sense that they’re being asked to grow someone else’s business before their own. What I’ve noticed through running VIP is that people are craving real community and support. It’s already hard enough running a business — you shouldn’t have to jump through hoops.

“Our members value the fact that they’re seen and supported, and that the environment is built on trust and shared purpose.”

Lauren agrees.

“There’s definitely still a place for highly structured or unstructured groups. It’s really about value alignment. What fits you, your business, and your time.

“I will say this: if you’re a business owner or senior leader and not doing any kind of professional networking, you’re missing out. Relationships are everything. Extending your circle beyond your immediate sector is where you meet incredible humans you might never have crossed paths with otherwise. I’ve seen partnerships form that have transformed careers and lives.”

Part II of this article will explore the networking groups that go beyond building referrals: the groups with a humanitarian goal.

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