Resources

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.

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.

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

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.

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

“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.

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

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.