Designing Dynamic Organizations: A Hands-On Guide for Leaders at All Levels

This book was written for those who lead an organization and want to be sure that it is aligned to achieve their business strategy.

This book will help you to:

  • Make choices about which organizational forms will best support your business strategy.
  • Understand the trade-offs and impact of each design decision.
  • Introduce flexibility and continuous change without losing the clarity that employees need to function effectively.

The book draws on the extensive consulting experience of Jay Galbraith with his clients around the world, as well as the in-depth work that Diane Downey and Amy Kates have conducted with their clients in organization assessment, design and implementation. The book is written from a practical, consulting-based approach and provides several tools and exercises to aid the manager in assessing options and making design decisions. It was developed to complement the comprehensive theories discussed in Jay Galbraith's book, Designing Organizations.

"Designing Dynamic Organizations is a veritable survival guide for organizations coping with the demands of uncertain and volatile markets that force businesses to quickly adapt their work processes and structures, and leverage human capital. The authors translate rigorous theories and models into practical step-by-step approaches that can be quickly absorbed and utilized by teams at all levels of the organization."
-- Nancy Bologna, Ph.D., Senior Vice President, Best Buy Company, Inc.

"This book offers a comprehensive and easy-to-use approach for creating high-impact organizations in uncertain times. The authors have successfully taken the complexity out of designing complex organizations."
-- Dennis Shiel, Vice President, Human Resources, MetLife

"Galbraith, Downey and Kates have done something delightfully different from the typical treatise on organization design. this book is all about practical tools and instruments, options, and how-to's. A real find for today's business practitioner."
-- Reihnart Helmke, Executive Director, UN Office for Project Services.

Getting Started
Organization Design
The Reconfigurable Organization
Deciding When to Redesign
The Design Process
The Case for a Participative Process
2.Determining the Design Framework
Translating the Strategy Into Design Criteria
Clarifying Limits and Assumptions
Assessing the Current State
3.Designing the Structure
Structural Concepts
Organizational Roles
Leadership Roles
Testing the Design
Using a Participative Process: Mapping the Structure
Design and Implementation Governance: Working Through the Details
4.Processes and Lateral Capability
Lateral Capability
Networks
Lateral Processes
Teams
Integrative Roles
Matrix Structures
Building Lateral Capability
5.Defining and Rewarding Success
Metrics
Values and Behaviors
Compensation
Rewards and Recognition
6.People Practices
Staffing the New Organization
Assessing for Learning Aptitude
Performance Feedback
From Training to Learning
7.Implementation
Planning
Managing Skepticism
Assimilating Into the Organization

What People Are Saying

  • “A unique organization structure creates advantage. The key advantage of our structure is that the MDOs [Market Development Organizations] can focus 100% of their resources on local customers and customers without duplicating product innovation, product sourcing, brand advertising or other activities that are now led by the Global Business Units. We have eliminated inefficient overlaps and, as a result, freed up resources to collaborate better with customers and focus exclusively on winning in local markets.”

    — A.G. Lafley, Chairman of the Board, President and CEO, Procter & Gamble. 2004 annual report, pp7-8.

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