ENHANCE ORGANIZATION EFFECTIVENESS ON A GLOBAL SCALE
"With this book, Kesler and Kates make a significant contribution to the decision science behind organization design and development. Business leaders and HR professionals will find it a practical guide for gaining competitive advantage from their global organization."
From the Foreword by John Boudreau
Praise for BRIDGING ORGANIZATION DESIGN AND PERFORMANCE
"A successful business today doesn′t guarantee success tomorrow. At QVC, we recognize the importance of evolving our operating model to meet the challenges of the future. Kates and Kesler′s organizational design philosophies, processes, and principles enable us to invest in and build world class global capabilities in areas critical to our long term growth to ensure our ability to deliver the best of QVC to every customer and team member around the world."
MIKE GEORGE, President and CEO, QVC, Inc.
"Many companies understand the importance of being global and local, but fewer understand how they need to operate in order to be both at the same time. In Bridging Organization Design and Performance, Greg Kesler and Amy Kates deliver keen insights to help companies evolve their operating models so they can leverage their size and scale while being relevant to consumers in local markets."
CYNTHIA TRUDELL, Executive Vice President, HR and Chief HR Officer, PepsiCo
"Designing a company to activate strategic choices and deliver great performance is game changing. At Campbell, we have embraced the principles, process and insights described by Kesler and Kates, as we reshape our company, build a high performance culture, and accelerate our profitable growth trajectory."
DENISE MORRISON, President and CEO, Campbell′s Soup Company
"It is one thing to design an organization. It is another to get it to work. Bridging Organization Design and Performance provides the concepts, case examples, and nitty–gritty details that take the mystery out of how to activate complex operating models. An extremely useful manual on how to close the gap between intended strategy and actual results."
DICK AXELROD, author of Terms of Engagement and Let′s Stop Meeting Like This
Chapter 1 The Global Operating Model 1
Chapter 2 Sources of Complexity 15
Chapter 3 The Five Activators 27
PART I THE RIGHT CONNECTIONS 37
Chapter 4 Unique Value–Adding Layers 39
Chapter 5 Innovation and Execution Networks 63
PART II THE RIGHT CONVERSATIONS 85
Chapter 6 The Business Handshake 87
Chapter 7 Power, Governance, and Decision Making 111
PART III THE RIGHT BEHAVIOR AND KNOW–HOW 139
Chapter 8 Matrix–Ready Leaders 141
Chapter 9 Design Process for Activation 161
Chapter 10 When the Activators Work Together 175
Chapter 11 The Organization Health–Check Tool Kit 183
About the Authors 225