Organizational Structure

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Corporate Culture in the Numbers

Corporate culture has long been a vital, if elusive, element of a company’s success. Cost-cutting and entrepreneurial cultures, for example, have been credited for the long-term success of many companies. Conversely, culture clashes have been blamed for merger and acquisition failures and incompatible employees.





In Praise of Walls

A “postcompany” school of experts says information technology is enabling a new world of seamless collaboration among businesses. They recommend that executives tear down the “walls” and merge their companies into amorphous “enterprise networks.” Nick Carr counters that new technologies will never conquer cutthroat competition and shows why managers need to be wary of alliances that foreclose opportunities for advantage.


The Limits of Structural Change

Organizational structure, the authors contend, is increasingly irrelevant to how work is actually done. Citing BP, Duke Power and W.L. Gore and Associates, they demonstrate that it is not formal structure but the adaptability of processes, people and technology that enables companies to build lasting value.


Integrating the Enterprise

Vertical “command and control” sabotages organizations that need bottom-up innovation to be competitive. Yet organizational integration is increasingly essential. New research shows how technology is helping cutting-edge companies meet the challenge by integrating horizontally.

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