By Gregory Kesler
Praise for major association Design
"Designing firms for functionality could be a daunting activity. Kesler and Kates have performed an admirable task distilling the inherent complexity of the layout method into practicable components that may yield tangible effects. prime association layout presents an important hands-on roadmap for any company chief who desires to grasp this topic." —Robert Simons, Charles M. Williams Professor of commercial management, Harvard enterprise School
"Kesler and Kates have encapsulated their wealth of data and functional event into an up to date version on organizational layout that would develop into a brand new primer at the subject." —Neville Isdell, retired chairman and CEO, The Coca-Cola Company
"In ultra-modern global of world enterprise, organizational layout is a serious piece of long term luck. Kesler and Kates have captured a number of methods to optimize international possibilities, whereas highlighting many of the keys to coping with via organizational transition. an excellent learn for trendy worldwide company leaders." —Charles Denson, president, Nike Brand
"Leading association layout has a few particular positive aspects that make it beneficial. it truly is one of many few and definitely in basic terms contemporary books to take us via an particular approach to layout glossy enterprises. this can be complete with the five-milestone method. the method isn't an easy cookbook. certainly, the authors have completed a stability among approach and content material. In so doing, Kesler and Kates exhibit us what to do in addition to how you can do it."—Jay Galbraith, from the Foreword
"Sheds gentle at the demanding situations of association layout in a posh company and extra importantly offers aninsightful and functional roadmap for enterprise decisions."—Randy MacDonald, SVP, human assets, IBM
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Extra resources for Leading Organization Design: How to Make Organization Design Decisions to Drive the Results You Want
The relationship between strategy and structure is less sequential and more interactive than ever before. Today’s global economy requires executives to be more resourceful and to move more quickly. In this environment, it may not be possible in some industries to see clearly enough what is ahead to articulate three- or five-year detailed strategies for growth. Instead, business performance may be better served by creating greater organizational agility so as to enable maximum responsiveness to opportunities as they appear (Sull, 2009).
By the time a situation has been tagged as an “organization design” project, most leaders have conducted their own analysis of the situation and formulated a number of options. We tend to trust our clients’ instincts when they are accomplished leaders who have successfully faced many business and organizational challenges. They frequently do understand the complexity and depth of issues, and we often find that they are already contemplating a reasonable set of alternative actions. As often, however, we discover that the leader is heading down a path of solving the wrong problem.
Tipping points in this context are tangible actions or decisions that are read by the organization as evidence that something very different is happening. Often they shift budget, authority, or decision rights from one unit to another; for example, global account leaders may be given veto rights in staffing of all sales roles in regions. Tipping points are symbolic actions because they have a disproportionate impact in altering power dynamics. In this way they are a powerful set of tools for executives to apply to guide, cajole, and course-correct their way through the transition plan.