Designing Organizations That Are Built to Change Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

The most ambitious effort change does not meet their expectations. The main problem is that even the most advanced model of change will stumble when they face organizational structures and management practices that are inherently anti-change. The truth is that the effectiveness of the change effort depends on the organizational structure, or the structure of the company, processes, reward systems, and other functions that are organized for a long time to support each other, and the company's strategic goals, personality, and opportunities. In a world that is constantly changing, the design of the organization must support the idea that the introduction and re-implementing the strategy is a continuous process. However, some of the traditional organizational design features, normally inhibit change. So, to turn to organizations that "built to change", companies need to rethink some of these basic principles of design talent management (forget about the job description and review the relationship between the company and the employee), reward systems (implementation of the "person on the basis "pay system),) structure (organization redesign to maximize their" area "), information and decision-making processes (abandon the annual budget process, and the course of decision-making closer to the front) and leaders (replace hierarchical command and control of the overall management ). "Hide
by Christopher G. Worley, Edward E. Lawler III Source: MIT Sloan Management Review 7 pages. Publication Date: 01 Oct 2006. Prod. #: SMR220-PDF-ENG