Organizational Structure

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03-Leading-your-team-500

Building Better Teams

A conventional wisdom about teams is that they tend to perform better when members exchange knowledge freely among themselves and outsiders. Another widely accepted notion is that diversity among team members leads to better performance because of the range of viewpoints and experience of the different individuals.

04-Operations-500

Transformational Outsourcing

Outsourcing can be more than a tool for cutting costs and improving organizational focus. Increasingly, it is a means of acquiring new capabilities and bringing about fundamental strategic and structural change.

03-Leading-your-team-500

The Comparative Advantage of X-Teams

Traditional teams are not faring well in today business environment because they are too inwardly focused and lack flexibility. The authors detail the high levels of performance of a new, externally focused team, the X-team and outline the five components of X-teams they have studied.

010-Social-Business-500

Back to the Future: Benetton Transforms Its Global Network

During the 1980s, Benetton was known as the archetypal network organization. But it decided to take a new direction representing a major discontinuity with its past and a divergence from industry practices. Without giving up the strongest aspects of its networked model, it integrated and centralized, exerting greater control over its supply chain even as it diversified its operations and product lines. The authors offer a detailed case study of this dramatic transformation.

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019-Strategy-500

How To Make Strategic Alliances Work

Research shows that the most successful strategic alliances are in companies that have a dedicated function specifically assigned to oversee alliances. Such companies more readily solve problems related to the four key alliance-management elements — knowledge management, external visibility, internal coordination and accountability.

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Leading Laterally in Company Outsourcing

As service and product outsourcing become more commonplace, new organizational forms are emerging to facilitate these relationships. Chase Bank has created “shared services” units that compete with outside vendors to furnish services to the bank’s own operating units.

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07-Strategy-500

Real Strategies for Virtual Organizing

Current models of organizational strategy and structure fail to meet the challenges of the information age. Based on field study, the authors conceptualize an architecture, or guide, for virtual organizing that focuses on the importance of knowledge and intellect in creating value. Information technology lies at the heart of this business model for the twenty-first century.

06-Social-Business-500

Management by Maxim: How Business and IT Managers Can Create IT Infrastructures

Creating a business-driven IT infrastructure requires that executives thoroughly understand their firm’s strategic context. By formulating a series of business and IT maxims — short simple statements of the business’s positions — managers can identify the IT infrastructure service suited to their company. Organizational, political, cultural, and reward system issues, as well as a lack of IT leadership, may form implementation barriers.

023-Innovation-500

An Improvisational Model for Change Management: The Case of Groupware Technologies

Successfully managing technological change involves the ability to improvise in response to unexpected opportunities. Organizational changes associated with technology implementation don’t have a beginning and an end; they are ongoing. The authors identify three types of change that build on each other over time. Two conditions that enable the use of an improvisational model are internal alignment and adequate resources.

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01-Technology-500

Eight Imperatives for the New IT Organization

In an overview of the future role of the IT organization, the authors examine the business and technological changes that are effecting change in many IT units. They cite eight imperatives in which IT organizations must excel in order to succeed. Additionally, they examine the evolving key of IT managers: ensuring that all line managers understand the potential of IT and how it can be used to implement business strategies effectively.

04-Technology-500

Software-Based Innovation

A revolution is now underway. Most innovation occurs first in software.1 And software is the primary element in all aspects of innovation from basic research through product introduction:Software provides the critical mechanism through which managers can lower the costs, compress the time cycles, and increase the value of innovations.

Showing 61-80 of 83