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Bridging Organization Design and Performance: Five Ways to Activate a Global Operation Model

Book Description

Five practical steps to enhance organization effectiveness on a global scale

Bridging Organization Design and Performance is a handbook for leaders looking to enhance the success of their organizations and themselves. Companies that compete globally require organizational operating models as robust as their strategies. Many companies have created elegant designs and consider their worldwide, matrix organizations sources of competitive advantage. However, the reality is that these complex structures bring many challenges and senior executives are often frustrated by the difficulties of delivering growth in organizations that span numerous brands, products, and geographic regions.

After working closely with over twenty large US and Europe based global companies during the past decade, Gregory Kesler and Amy Kates concluded that the problem is not in the fundamental design of these operating models. The matrix is not going away. The challenge is to effectively and completely activate the organization to deliver the strategy. This book shares the five practical actions that bring complex organizations to life and help companies gain sustainable results from their global operating models.

Table of Contents

  1. Title Page
  2. Copyright
  3. Dedication
  4. Foreword
    1. Chapter 1: The Global Operating Model
      1. A Failure of Strategy or Execution?
      2. The Global Operating Model
      3. Why Organization Is as Important as Strategy
      4. Agility versus Leverage
      5. The Challenge of Activation
      6. Our Research
      7. Organization of the Book
      8. Summary of the Chapter
    2. Chapter 2: Sources of Complexity
      1. Global/Local: The Many Faces of Global Companies
      2. Business Portfolio Relatedness
      3. Horizons for Growth
      4. Strategic Complexity—TV Multichannel Retail Example
      5. Summary of the Chapter
    3. Chapter 3: The Five Activators
      1. The Right Connections
      2. The Right Conversations
      3. The Right Know-How
      4. Summary of the Chapter
  5. Part I: The Right Connections
    1. Chapter 4: Unique Value-Adding Layers
      1. Layering and Complexity
      2. Overlayered Infrastructure
      3. Defining a Unique Value-Adding Role for Each Layer
      4. The Anchor Layer
      5. Finding the Anchor Layer
      6. Span Breakers
      7. How Functions Can Create the Right Connections
      8. Center-Led Functions
      9. Function Work at the Right Level
      10. Summary of the Chapter
    2. Chapter 5: Innovation and Execution Networks
      1. Structuring the Global Network
      2. Example: Marketing and Brand Building
      3. Example: R&D Capability
      4. Example: Non-Profit System Alignment
      5. Example: Digital Capability
      6. Summary of the Chapter
  6. Part II: The Right Conversations
    1. Chapter 6: The Business Handshake
      1. Structuring the Handshake
      2. Interlocked Business Plans—The Front End of the Handshake
      3. Shared and Controllable Profit-and-Loss Targets
      4. Communicating the Strategy
      5. Performance Visibility—The Back End of the Handshake
      6. Handshakes between Businesses and Functions
      7. Reward Systems and Collaboration
      8. Summary of the Chapter
    2. Chapter 7: Power, Governance, and Decision Making
      1. False Paradoxes—Avoiding the Traps
      2. Allocating and Balancing Power
      3. Power Allocation in the Product/Geography Matrix
      4. The Geographic Market Leader Role
      5. Power Allocation in the Business/Function Matrix
      6. Governance Forums
      7. What Executive Teams Really Do
      8. Decision Rights
      9. Summary of the Chapter
  7. Part III: The Right Behavior and Know-How
    1. Chapter 8: Matrix-Ready Leaders
      1. The Horizontal Leadership Mandate
      2. A Competency-Based View of Global Leadership
      3. Building a Global Leadership Talent Pipeline
      4. Talent + Experience = The Right Stuff
      5. Developing Leaders and Organization at the Same Time
      6. Learning Programs and Culture Change
      7. The Role of Top Executives
      8. Summary of the Chapter
    2. Chapter 9: Design Process for Activation
      1. Set a Road Map with a Realistic View of the Timeframe
      2. Build Leadership Alignment into the Plan
      3. Management Summit Meetings
      4. Establish the Right Project Infrastructure
      5. Work the Intersections in the New Organization
      6. Measure Progress and Make Course Corrections
      7. Summary of the Chapter
    3. Chapter 10: When the Activators Work Together
      1. Across the Five Activators
      2. The Right Connections
      3. The Right Conversations
      4. The Right Know-How
    4. Chapter 11: The Organization Health-Check Tool Kit
  8. Bibliography
  9. About the Authors
    1. Amy Kates
    2. Gregory Kesler
      1. Index
  10. End User License Agreement