Organizational Structure

Showing 61-76 of 76

017-Leading-your-team-500

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.

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.

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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.

01-Operations-500

Improving Knowledge Work Processes

A firm decided to redesign its research and development process. Because the effort was critical to its success, the firm applied two parallel approaches to the process. One was a classical reengineering effort in which a small group of managers and consultants designed a radically different way to do research.

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02-Leading-your-team-500

Demystifying the Development of an Organizational Vision

Although most managers recognize the critical role a companywide vision can play today, many are intimidated by the challenge of developing one. The author offers guidance by first explaining how and why a vision works. He then presents a template tested in the corporate, nonprofit, and public sectors for creating an effective vision. Finally, his analysis of why some great visions fail can help executives avoid potential pitfalls.

Showing 61-76 of 76