Designing Effective Organizations: How to Create Structured Networks
′Goold and Campbell, leading thinkers on corporate–level strategy, have turned their attention to corporate–level organization design. They bring a rigor to this topic that will help managers wrestling with multiple reporting dimensions, decentralization and cross–unit co–ordination.′ Professor Gary Hamel, London Business School. Author of Competing for the Future and Leading the Revolution.
′Campbell and Goold are renowned for discovering entirely new and useful dimensions to seemingly familiar business issues. This book is another shining example. It allows executives to replace politics and personality as the rationales for an organizational design with clear, effective logic and experience.′ Thomas H. Davenport, Director, Accenture Institute for Strategic Change. Author of Process Innovation and Working Knowledge.
′A "must read" for managers and consultants. Redesigning the organization is the most powerful and fastest means for aligning decisions and behavior with strategic objectives. Goold and Campbell provide the best and most comprehensive framework for developing and testing the validity of an organizational structure I have seen in recent years. Based on years of research and experience they offer clear principles and a process to guide managers in the many design decisions and trade–offs involved in developing a more effective organization.′ Professor Michael Beer, Harvard Business School. Author of The Critical Path to Corporate Renewal.
′Books on organization design tend to fall into one of two categories: those that provide interesting concepts but not help on how to implement them and those that are full of check lists on implementation, based on sterile and over–simplified ideas. Michael Goold and Andrew Campbell have written perhaps the finest example of an exception I have ever seen – a very practical book, with detailed guidelines on implementation, yet based on a rich and sophisticated understanding of the real challenges of organization design. It will be of immense use to all careful readers.′ Professor Sumantra Ghoshal, London Business School. Author of The Individualized Corporation and Managing Across Borders.
′As companies search for all sources of competitive advantage, many are discovering that the ability to organize and execute complex strategies is an important one. Campbell and Goold have again provided us with a good process through which leaders can give organizing its deserved focus.′ Professor Jay Galbraith, author of Designing the Global Corporation.
′Campbell and Goold bring much needed clarity and precision to the language of organizational design and show how this can help managers avoid the misunderstandings and differing interpretations that frequently undermine new organization structures.′ Paul Coombes, Director, Organization Practice Area, McKinsey & Company.
′Organization change is close to the top of many companies′ agendas. Goold and Campbell′s book equips you with ideas and frameworks to take on the journey. The real–world examples help make it both pragmatic and readable.′ Steve Russell, Chief Executive, The Boots Company plc.
′An impressive work. The taxonomy of organizational units and organigram symbols will be especially useful to managers working on structures.′ Philip Sadler, Patron, The Centre for Tomorrow′s Company. Author of The Seamless Organization.
′Incredibly relevant in helping to pull together a complicated structure based around the dimensions of channels, products, customers and geography – immensely clear and valuable.′ David Roberts, Chief Executive, Personal Financial Services, Barclays plc.
′A welcome breakthrough in designing more effective corporate organization structures. The nine design tests of Goold and Campbell are a valuable addition to an otherwise sparse toolkit.′ Jim Haymaker, Vice President, Strategy & Business Development, Cargill Inc.
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The Fit Drivers and Tests
The Good Design Principles and Tests
Simple and Complex Structures
8 other sections not shown
accountability achieve add value allocated areas Ashridge assess autonomy benefits business units Chapter Citibank Citigroup clarity co-ordination mechanisms collaboration complex structures core resource unit corporate strategy costs create David Young decentralized decisions defined design concept design criteria design process difficult links test division example fit tests focused global hands-on help managers important influence insure interdependent structures involved issues knock-out factor knowledge and competence lateral relationships management team market-focused minimum corporate parent Monsanto operating units options organization design organizational overlay units parent functions parent managers parenting propositions performance measures principle problem product businesses product development product-market profitability project units refine reporting relationships responsibilities savory snacks SBU-based structures SBUs self-correcting self-managed networking senior managers shared service units sister units skills solutions sources of advantage staff sub-businesses Sumantra Ghoshal target segments taxonomy Unilever unit boundaries unit managers unit roles unit's value chain