Bridging organization design and performance 5 ways to activate a global operating model
Five practical steps to enhance organization effectiveness on a global scale Bridging Organization Design and Performance is a handbook for leaders looking to enhance the success of their organizations and themselves. Companies that compete globally require organizational operating models as robust...
| Otros Autores: | , |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
John Wiley & Sons, Incorporated
[2016]
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| Edición: | 1st edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009629584206719 |
Tabla de Contenidos:
- Title Page; Copyright; Table of Contents; Dedication; Foreword; Chapter 1: The Global Operating Model; A Failure of Strategy or Execution?; The Global Operating Model; Why Organization Is as Important as Strategy; Agility versus Leverage; The Challenge of Activation; Our Research; Organization of the Book; Summary of the Chapter; Chapter 2: Sources of Complexity; Global/Local: The Many Faces of Global Companies; Business Portfolio Relatedness; Horizons for Growth; Strategic Complexity-TV Multichannel Retail Example; Summary of the Chapter; Chapter 3: The Five Activators; The Right Connections
- The Right ConversationsThe Right Know-How; Summary of the Chapter; Part I: The Right Connections; Chapter 4: Unique Value-Adding Layers; Layering and Complexity; Overlayered Infrastructure; Defining a Unique Value-Adding Role for Each Layer; The Anchor Layer; Finding the Anchor Layer; Span Breakers; How Functions Can Create the Right Connections; Center-Led Functions; Function Work at the Right Level; Summary of the Chapter; Chapter 5: Innovation and Execution Networks; Structuring the Global Network; Example: Marketing and Brand Building; Example: R&D Capability
- Example: Non-Profit System AlignmentExample: Digital Capability; Summary of the Chapter; Part II: The Right Conversations; Chapter 6: The Business Handshake; Structuring the Handshake; Interlocked Business Plans-The Front End of the Handshake; Shared and Controllable Profit-and-Loss Targets; Communicating the Strategy; Performance Visibility-The Back End of the Handshake; Handshakes between Businesses and Functions; Reward Systems and Collaboration; Summary of the Chapter; Chapter 7: Power, Governance, and Decision Making; False Paradoxes-Avoiding the Traps; Allocating and Balancing Power
- Power Allocation in the Product/Geography MatrixThe Geographic Market Leader Role; Power Allocation in the Business/Function Matrix; Governance Forums; What Executive Teams Really Do; Decision Rights; Summary of the Chapter; Part III: The Right Behavior and Know-How; Chapter 8: Matrix-Ready Leaders; The Horizontal Leadership Mandate; A Competency-Based View of Global Leadership; Building a Global Leadership Talent Pipeline; Talent + Experience = The Right Stuff; Developing Leaders and Organization at the Same Time; Learning Programs and Culture Change; The Role of Top Executives
- Summary of the ChapterChapter 9: Design Process for Activation; Set a Road Map with a Realistic View of the Timeframe; Build Leadership Alignment into the Plan; Management Summit Meetings; Establish the Right Project Infrastructure; Work the Intersections in the New Organization; Measure Progress and Make Course Corrections; Summary of the Chapter; Chapter 10: When the Activators Work Together; Across the Five Activators; The Right Connections; The Right Conversations; The Right Know-How; Chapter 11: The Organization Health-Check Tool Kit; Bibliography; About the Authors; Amy Kates
- Gregory Kesler
