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.
Resources
Where Have All the COOs Gone?
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.
The Economist: Nokia Tries to Reinvent Itself
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.
How Cisco’s Councils Helped Build Collaboration and New Markets
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.
Talent Management : How Do You Manage In A Downturn?
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
The Front-Back Model: How Does It Work?
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)?
The Evolution of Enterprise Organization Designs
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.
The Future of Organization Design
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.
Organization Design: An Information Processing View
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.
A Culture of Balance: How BAA Created a Woman-Friendly Environment
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.
Read more: Will Microsoft Become the General Motors of Software?