Goold and Campbell, leading thinkers on corporate-level strategy, have turned their attention to corporate-level organization design. They bring a rigor to this topic that will help managers wrestling with multiple reporting dimensions, decentralization and cross-unit co-ordination. Professor Gary Hamel, London Business School.

Zusatztext "...There are several ways to rebuild the country manager's role! as Michael Goold! of Britain's Ashridge Strategic Management Centre! argues in a new book...the main thing is to define the scope of the job clearly..." (Economist! 10 May 2002) Informationen zum Autor Michael Goold and Andrew Campbell are directors of the Ashridge Strategic Management Centre in London and are acknowledged as leading thinkers on issues of corporate strategy and organization. The Centre conducts research on large divisionalized companies. It is part of the Ashridge Trust, one of the world's top schools for executive education and development. Prior to establishing the Centre in 1987, both authors were Fellows at the Centre for Business Strategy at London Business School. They have written numerous books together including Strategies and Styles, Corporate Level Strategy and Synergy Educated at Oxford and Stanford, Michael has extensive consulting as well as academic experience. He worked for a number of years with the Boston Consulting Group, becoming Vice President in 1979. A Baker Scholar and Harkness Fellow from Harvard Business School, Andrew is currently a visiting professor at City University Business School. Previously he was a consultant with McKinsey and Company. Klappentext 'Goold and Campbell, leading thinkers on corporate-level strategy, have turned their attention to corporate-level organization design. They bring a rigor to this topic that will help managers wrestling with multiple reporting dimensions, decentralization and cross-unit co-ordination.' Professor Gary Hamel, London Business School. Author of Competing for the Future and Leading the Revolution. 'Campbell and Goold are renowned for discovering entirely new and useful dimensions to seemingly familiar business issues. This book is another shining example. It allows executives to replace politics and personality as the rationales for an organizational design with clear, effective logic and experience.' Thomas H. Davenport, Director, Accenture Institute for Strategic Change. Author of Process Innovation and Working Knowledge. 'A "must read" for managers and consultants. Redesigning the organization is the most powerful and fastest means for aligning decisions and behavior with strategic objectives. Goold and Campbell provide the best and most comprehensive framework for developing and testing the validity of an organizational structure I have seen in recent years. Based on years of research and experience they offer clear principles and a process to guide managers in the many design decisions and trade-offs involved in developing a more effective organization.' Professor Michael Beer, Harvard Business School. Author of The Critical Path to Corporate Renewal. 'Books on organization design tend to fall into one of two categories: those that provide interesting concepts but not help on how to implement them and those that are full of check lists on implementation, based on sterile and over-simplified ideas. Michael Goold and Andrew Campbell have written perhaps the finest example of an exception I have ever seen - a very practical book, with detailed guidelines on implementation, yet based on a rich and sophisticated understanding of the real challenges of organization design. It will be of immense use to all careful readers.' Professor Sumantra Ghoshal, London Business School. Author of The Individualized Corporation and Managing Across Borders. 'As companies search for all sources of competitive advantage, many are discovering that the ability to organize and execute complex strategies is an important one. Campbell and Goold have again provided us with a good process through which leaders can give organizing its deserved focus.' Professor Jay Galbraith, author of Designing the Global Corporation. 'Campbell and Goold bring much needed clarity...

"...There are several ways to rebuild the country manager's role, as Michael Goold, of Britain's Ashridge Strategic Management Centre, argues in a new book...the main thing is to define the scope of the job clearly..." (Economist, 10 May 2002)

Autorentext

Michael Goold and Andrew Campbell are directors of the Ashridge Strategic Management Centre in London and are acknowledged as leading thinkers on issues of corporate strategy and organization.

The Centre conducts research on large divisionalized companies. It is part of the Ashridge Trust, one of the world's top schools for executive education and development. Prior to establishing the Centre in 1987, both authors were Fellows at the Centre for Business Strategy at London Business School. They have written numerous books together including Strategies and Styles, Corporate Level Strategy and Synergy

Educated at Oxford and Stanford, Michael has extensive consulting as well as academic experience. He worked for a number of years with the Boston Consulting Group, becoming Vice President in 1979.

A Baker Scholar and Harkness Fellow from Harvard Business School, Andrew is currently a visiting professor at City University Business School. Previously he was a consultant with McKinsey and Company.

Zusammenfassung
Dealing with corporate level organization design, this book aims to help managers wrestling with multiple reporting dimensions, decentralization and cross unit co ordination.

Inhalt

1. Structured Networks.

2. The Fit Drivers and Tests.

3. The Good Design Principles and Tests.

4. Simple and Complex Structures.

5. A Taxonomy of Unit Roles.

6. Parenting in Complex Structures.

7. An Overview of the Design Process.

8. Using the Tests.

9. The Design Process in Detail.

10. Twenty-first Century Organizations.