Most major change efforts fail to meet their expectations. A big problem is that even the most sophisticated models change will stumble when they make organizational structures and management practices that are inherently anti-change. The truth is that the effectiveness of change efforts are orchestrated over time largely through organizational design, or as a company’s structure, processes, reward systems, and other features to each other and the strategic support designed in. .. Read more »

Most major change efforts fail to meet their expectations. A big problem is that even the most sophisticated models change will stumble when they make organizational structures and management practices that are inherently anti-change. The truth is that the effectiveness of efforts to change are largely organizational design, or as a company’s structure, processes, reward systems and other functions over time to support each other and certainly orchestrated the strategic intent, identity and abilities. In a world that is constantly changing, an organization must design support the idea that the deployment and redeployment of a strategy is a continuous process. However, tend to have a number of traditional organizational design features discourage change. So to be in organizations that transform “built to change,” companies need a set of these basic design assumptions regarding talent management (Forgot job descriptions and define the relationship between businesses and workers) to reconsider bonus systems ( implementation replace a “person-based” pay system), structural (redesigning the organization to maximize their “surface”), information and decision-making processes (scrap the annual budget process and move decision-making closer to the front) and managers ( hierarchical command and control of joint management).
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from
Christopher G. Worley,
Edward E. Lawler III
Source: MIT Sloan Management Review
7 pages.
Release Date: 1 October 2006. Prod #: SMR220-PDF-ENG
Designing Organizations, built to HBR case solution are changed