Organizational Structure

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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.



A New Strategy Framework for Coping with Turbulence

In turbulent environments, market leaders must repeat innovations, establish customer networks, sense the flow of new products, and share responsibility for new strategy throughout the firm. They must also balance the firm’s capabilities for leveraging, strengthening, and diversifying its distinct assets or skills.


Showing 41-55 of 55