Delivering seamless service to the global customer is reshaping the structures of multinationals. This book reports on what the leading companies are doing to respond to the challenge of the global customer.
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"In a time of growing complexity, Jay Galbraith provides concise and valuable insight into an issue that continues to puzzle managers the world over. A must-read for anyone with operational responsibility."
-- Helmut Maucher, Chairman, Nestlé S.A.
"The best reference source available on designing and making complex multinational organizations work."
-- Nathaniel Foote, Organization Design Practice Leader, McKinsey & Co.
"Once again, Jay Galbraith presents nuggets of insight for any senior manager leading global organizations!"
-- Susan Bowick, Vice President, Human Resources, Hewlett-Packard Company
"Until now there has been no clear, useful approach to problems of global organization design. In "Designing the Global Corporation," Jay Galbraith once again displays the insight and clarity of thought that has earned him his acknowledged position as the world's leading authority on organizational design."
-- William F. Joyce, Vice President, Professor, Tuck School of Business, Dartmouth College
"A landmark book in many respects. Key issues such as flat networks, project teams, power shifts, and serving the global customer are all covered with great insight."
-- Peter Lorange, President, International Institute for Management Development, Lausanne, Switzerland
|1.||The Organizational Complexity Challenge|
|Simple vs. Stupid|
|Managing the Multinational|
|Consequences of Foreign Direct Investment|
|2.||Organizing the Global Corporation|
|Structure to Network Organization|
|Factors Shaping the Organization|
|3.||Levels of International Development|
|The Transfer of Competitive Advantages|
|Levels of Internationalization|
|The Process of Internationalization|
|Choosing the Partnership Mode|
|The Partnering Process|
|5.||The Geographic Division|
|Why a Geographic Division?|
|The Tasks of the Geographic Division|
|Examples of the Geographic Division|
|7.||Coordination Across Networks|
|The Lateral Organization|
|Human Resources Role|
|Case Study: Australian Multidomestics|
|8.||Formal Cross-Border Networks|
|9.||Shifting Power Across the Network|
|The Case of 3M|
|Reasons for Differentiation|
|10.||The Transnational Form|
|Why a Transnational?|
|Transnational Organization Design Issues|
|Case Study: The Verifone Company|
|11.||The Multidimensional Multinational: Reconfigurable Organization|
|Organizing for Complexity|
|12.||Organizing to Serve the Global Customer|
|Organizing Around the Customer|
|Global Customer Teams|
|Global Account Coordinators|
|Organization by Customer|
|13.||The Front-Back Hybrid Organization|
|The Front-Back Structure|
|Forces Creating the Hybrid Structure|
|Implementing the Front-Back Hybrid|
|14.||A Look Ahead|
|A Sixth Level?|
|The Future of Globalization|
|Appendix||The New Global Process of New-Product Development|
|Evolution of New-Product Development|
|Pressures for Global Products|
|The Global Development Process|