Organizational design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes. The process focuses on improving both the technical and people side of the business.
ByHBR.org
Working across organizational boundaries was a new way of thinking 25 years ago —one that was largely championed by the then CEO of GE, Jack Welch. Fast forward to today, and we live in a different world where our communications technologies have dramatically improved. Nevertheless, many organizations still have hierarchical, siloed, and fragmented processes and cultures, and…
ByTED
Known as the originator of the iPod, Tony Fadell shares his advice for pursuing and driving transformational change in this funny, yet enlightening talk. Human beings become complacent and used to the status quo quickly. The key is to see the way things are as an opportunity for design. Or as we like to say,…
The Editors of the Operational Excellence Society are usually not big fans of “Lists” – we find that they are usually very elementary. But we find an exception in this article by Gary Neilson, Jaime Estupinan and Bhusha Sethi as published on the Industry Week website (June 23, 2015). The article speaks about the basic…
The Economist reports how Joe Kaeser is transforming Siemens’s structure, but changing its culture will be significantly harder. Mr Kaeser is hoping to remake Siemens, to become more than what its current definition spells in a word: electrification. After electrification, he would like to add two more words: automation and digitisation. The engineering giant is to focus…
We often hear about “one version of the truth”—the one source for operating data that everyone in a company agrees is the real, trusted number with which to plan and measure performance. Without this definitive information, people spend a lot of time arguing about the validity of numbers, the impact of a challenge or opportunity, and…
Metaphorically speaking, the Economist suggests that corporate headquarters have put on weight, and need to slim down again. Literally speaking, PepsiCo, for example, began a $243m upgrade of their complex to make space for more staff. While a group called ‘the raiders of the 80’s’ were supposed to put an end to corporate extravagance and administrative bloat…
