Leading Organization Design

Informationen zum Autor The Authors The authors are managing partners at Kates Kesler Organization Consulting. The organization design approach and tools they have developed together and with Jay Galbraith have become the standard internal design methodology used in dozens of major corporations around the world. GREG KESLER has consulted with corporations worldwide for over twenty years on organization design, executive talent management, and HR planning. He has published many articles and book chapters on organization design and succession planning and is on the editorial board of People & Strategy journal. AMY KATES helps leaders and teams assess organizational issues, reshape structures and processes, and build depth of management capability. She is coauthor of two books with Jay Galbraith and an editor of People & Strategy . She teaches organization design at Cornell University, the DTU Executive School of Business (Denmark), and in client-specific programs. Klappentext Business leaders recognize the need to continually align their organizations to changes in the marketplace and are seeking guidance from both internal and external practitioners. This book helps consultants; HR and organization development professionals understand of the process needed and best practices for implementing, evaluating, and adjusting their organization designs in complex organizations. It offers step-by-step guidance for setting up effective governance and management processes to execute a design, and offers insight into helping leaders gain the skills needed to put the design into action. Zusammenfassung Business leaders recognize the need to continually align their organizations to changes in the marketplace and are seeking guidance from both internal and external practitioners. Inhaltsverzeichnis Foreword by Jay Galbraith vii Introduction: Why Organization Design 1 1. The Five Milestones 9 Milestone One Business Case and Discovery 25 2. Clarify the Strategic Priorities 27 3. Define the Case for Change 41 4. Set the Design Criteria 59 Milestone One Summary: Business Case and Discovery 67 Milestone Two Strategic Grouping 71 5. Use the Six Design Drivers 73 6. Choose the Best Grouping Option 87 7. Embrace the Matrix 102 Milestone Two Summary: Strategic Grouping 116 Milestone Three Integration 119 8. Design for Operating Governance 123 9. Allocate Power in the Matrix: A Case Study in Governance 143 10. Redesign Functions to Be Integrators 155 Milestone Three Summary: Integration 164 Milestone Four Talent and Leadership 167 11. Design the Leadership Organization 170 12. Make the Right Talent Choices 190 Milestone Four Summary: Talent and Leadership 203 Milestone Five Transition 205 13. Set the Implementation Plan 208 14. Navigate the Transition 218 Milestone Five Summary: Transition 233 Conclusion Organization Design in Action 235 15. Roles, Involvement, and the Project Timeline 238 16. The Design Charette 255 17. Learning to Lead Organization Design 276 References 287 About the Authors 291 Index 293 ...

Auteur

The Authors The authors are managing partners at Kates Kesler Organization Consulting. The organization design approach and tools they have developed together and with Jay Galbraith have become the standard internal design methodology used in dozens of major corporations around the world. GREG KESLER has consulted with corporations worldwide for over twenty years on organization design, executive talent management, and HR planning. He has published many articles and book chapters on organization design and succession planning and is on the editorial board of People & Strategy journal. AMY KATES helps leaders and teams assess organizational issues, reshape structures and processes, and build depth of management capability. She is coauthor of two books with Jay Galbraith and an editor of People & Strategy. She teaches organization design at Cornell University, the DTU Executive School of Business (Denmark), and in client-specific programs.

Texte du rabat

Business leaders recognize the need to continually align their organizations to changes in the marketplace and are seeking guidance from both internal and external practitioners. This book helps consultants; HR and organization development professionals understand of the process needed and best practices for implementing, evaluating, and adjusting their organization designs in complex organizations. It offers step-by-step guidance for setting up effective governance and management processes to execute a design, and offers insight into helping leaders gain the skills needed to put the design into action.

Contenu

Foreword by Jay Galbraith vii

Introduction: Why Organization Design 1

1. The Five Milestones 9

Milestone One Business Case and Discovery 25

2. Clarify the Strategic Priorities 27

3. Define the Case for Change 41

4. Set the Design Criteria 59

Milestone One Summary: Business Case and Discovery 67

Milestone Two Strategic Grouping 71

5. Use the Six Design Drivers 73

6. Choose the Best Grouping Option 87

7. Embrace the Matrix 102

Milestone Two Summary: Strategic Grouping 116

Milestone Three Integration 119

8. Design for Operating Governance 123

9. Allocate Power in the Matrix: A Case Study in Governance 143

10. Redesign Functions to Be Integrators 155

Milestone Three Summary: Integration 164

Milestone Four Talent and Leadership 167

11. Design the Leadership Organization 170

12. Make the Right Talent Choices 190

Milestone Four Summary: Talent and Leadership 203

Milestone Five Transition 205

13. Set the Implementation Plan 208

14. Navigate the Transition 218

Milestone Five Summary: Transition 233

Conclusion Organization Design in Action 235

15. Roles, Involvement, and the Project Timeline 238

16. The Design Charette 255

17. Learning to Lead Organization Design 276

References 287

About the Authors 291

Index 293