In a 2009 article in Fortune magazine, Jay wonders whether Microsoft can truly innovate and allow its desktop monopoly to become subsumed by the move toward Cloud computing.

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13/05/2016 19:15:38

Jay's article in Directorship magazine discusses the demise of the COO and what is preventing CEOs and Boards from appointing a true second-in-command. He gives examples from Procter & Gamble and General Electric.

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01/06/2016 18:36:22

This paper explores the alternate model of dual leaders, and features examples from Intel, General Electric and other companies.

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01/06/2016 18:36:15

Jay Galbraith discusses strategic organization design and the impact of Chandler's seminal book (Strategy and Structure) on his thinking. In this short paper, he describes how the future of organization design looks a lot like its past.

Popular 230.18 KB
01/06/2016 18:36:09

A tricky organization to manage, the Front-Back model has been used at Hewlett-Packard, IBM, P&G and many others. How do you make a strong front-end group (focused on customers, channels, etc.) play well with a strong back-end (products, brands, etc)?

Popular 134.11 KB
01/06/2016 18:36:03

In this recent (2012) article, Jay Galbraith describes the history and development of organizational strategy and structure and how it predicts the next stages of organizational evolution. He provides examples from IBM, Nike and P&G.

Popular 564.23 KB
01/06/2016 18:35:56

In this 2010 Economist article, Jay explains how Nokia has become a different company moving from hardware manufacturer to a software and services firm. That difficult transition requires completely different skills, strategy and focus.

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01/06/2016 18:35:50

This article sets forth the notion of customer-centric business units that are used to deliver packages of systems or solutions to customers. It describes how to create and integrate a customer-centric unit into the existing organization. Nokia and IBM are provided as examples.

Popular 256.71 KB
01/06/2016 18:35:43

One of the earliest articles to outline an information processing view of organization design that is still very relevant today. It discusses how task uncertainty influences organization forms and processes. Jay Galbraith outlines several design strategies to cope with more complex organizational demands including the creation of self-contained tasks, investment in vertical information systems and creation of lateral networks.

Popular 536.37 KB
01/06/2016 18:35:37

A classic article that still applies today. It describes matrix organizations, and how to move from a functional to a matrix form. It also describes alternatives to a pure matrix form, as well as factors involved in determining those choices.

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01/06/2016 18:35:31

This article discusses the impact of the international transfer of managers on an organization's structure and other organizational processes.

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01/06/2016 18:35:24

This article describes how Sun, Nokia and IBM have created organizations that are simultaneously fast, flexible and integrated.

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01/06/2016 18:35:18

Networks are what act as the glue in organization structures. This article describes network-building practices such as co-location, communities of practice, annual meetings/retreats, training programs, rotational assignments and technology and e-coordination.

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01/06/2016 18:35:11

Jay talks to The Economist newspaper about how Cisco built cross-functional "Councils" that enabled it to move quickly on new products, services and markets.

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01/06/2016 18:35:05

Innovating organizations - those that are designed to do something for the first time - call for unique structures, information and decision processes, and reward and people-selection systems. This article discusses how such organizations can be created.

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01/06/2016 18:34:59

"Change Management" takes enormous time and effort. This article describes how companies can design their organizations to be rapidly changeable to meet environmental and competitive challenges.

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01/06/2016 18:34:52

Global customers - those who want a consistently high level of service from suppliers in all countries where they do business - are increasingly more demanding. This article describes how global companies can build new capabilities to service the customer dimension, in addition to business units, countries and functions.

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01/06/2016 18:34:46

This article describes how large multi-national companies such as IBM and British Petroleum have organized to realize the benefits of size and breadth as well as entrepreneurial spirit and responsiveness.

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01/06/2016 18:34:40

BAA, the world's largest commercial airport operator, has a very high number of women in senior management positions. This article describes how the company created its unique culture of balance.

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01/06/2016 17:57:24

Jay chronicles how Cisco changed itself from a decentralized organization to a pooled, functional structure. In the process Cisco maximized workforce efficiency and reduced costs through standardizing prod

What People Are Saying

  • "Jay Galbraith is no doubt the world’s leading expert in organization design. Jay joined us at International Paper for a major redesign effort in one of our key international regions. In a very short period of time, he was able to lead the management group through a design process that resulted in a more focused, customer-centric organization."
    — Diana Bell, Director, Global Talent Management and Executive Development, International Paper.

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