Designing Organizations: An Executive Guide to Strategy, Structure and Process

he book describes Jay Galbraith's Star Model and how the various policy areas of strategy, structure, processes, rewards and people must be actively designed to work together in order to create an effective and competitive organization. Galbraith explains differences between functional, hybrid, product, front-back, matrix and complex five-dimensional organizations.

Unlike many other organization design books, he also details the trade-offs involved in choosing and operating these types of organizations. This book is small but packed with both theory and explicit case studies of actual companies, such as Apple Computer, 3M, Intel, Motorola and Toyota.

"This book is the ultimate corporate reference guide for the organization design practitioner. Jay Galbraith's book provides detailed logic and examples of when to consider a particular organization design, such as a front-back organization, and what the relative costs of choosing that organization are. We highly recommend it to our members."
-- Association for the Management of Organization Design

"A must-read for anyone who is ready for a dose of clear thinking on organizational strategy and design. Jay Galbraith understands strategy and structure better than anyone I know."
-- Edward E. Lawler III, Director, Center for Effective Organizations.

"Jay Galbraith is the architect for CEOs, human resource executives, and all others responsible for building organizational capability. His design principles and models are an excellent foundation for shaping an effective organization."
-- Stephen Balogh, Vice President, Human Resources, Raychem Corporation.

1.Introduction: Six Immutable Forces Shaping Today's Organization
2.Choosing an Effective Design
3.Matching Strategy and Structure
4.Linking Processes to Coordination Needs
5.Creating and Integrating Group Processes
6.Designing a Reconfigurable Organization
7.Organizing Around the Customer
8.Customer-Focused Structures
9.Creating a Virtual Corporation
10.Organizing the Continuous Design Process

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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