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Designing Dynamic Organizations by Amy Kates, Diane Downey, Jay Galbraith

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CHAPTER TWO

DETERMINING THE DESIGN FRAMEWORK

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George dos Santos looked at the report on revenue projections for the next five years and grimaced. Revenues would be flat if nothing changed. “This new strategy better work,” he thought to himself. As the recently hired president of Capital Bank Corp. (CBC), the New York securities division of a large diversified financial services company based in London, George felt he would have eighteen months at the most for getting the business turned around. London would be watching closely for results.

The ...

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