The business landscape is rapidly changing, but the challenges of organizing humans to work together across company, culture, language and location boundaries remain.
“Networked, Scaled, and Agile” reveals how to shape organizations that will enable people to make faster and better decisions in a more complex world. The authors examine the role of the leadership team and how the organization design process can create more qualified C-suite leaders and successors. Every chapter concludes with a series of reflection questions for leaders as well as a summary of key concepts and tips.
“If you are an executive who is asked to lead a transformation or find a path for growth in these dynamic times, this book will prove invaluable.”
Andre Martin, Vice President PeopleDev – Google
“Kates, Kesler and DiMartino have created something special. Their framework resists fads in favor of examining the core trade-offs in a business, its environment and through its lifecycle. I believe the concepts herein will survive the test of time.”
Gary Guthart, CEO – Intuitive Surgical
“An insightful, compelling and pragmatic book which offers thoughtful solutions to the complex organizational challenges faced by businesses today.”
Andrew Clarke, President – Mars Wrigley
In “Networked, Scaled, and Agile,” the authors explain their proven strategies for shaping complex companies for future success. The book is a step-by-step, practical guide to organization design, from origination to activation.
Chapter 1: The Central Design Problem
Organizations reflect centuries-old tensions between vertical and horizontal power. Purposeful organization design finds the right balance.
Chapter 2: Operating Models
The operating model provides the company’s architecture, depicting groupings of work and connections to customers, competitors and technologies.
Chapter 3: Organization Models
The organization model is a graphic depiction of design concepts that makes the invisible, abstract concept of “organization” tangible.
Chapter 4: The Vertical Organization
A well-designed vertical organization empowers individuals and is based on a hierarchy of thought and focus, rather than on titles and status.
Chapter 5: The Horizontal Organization
A well-designed horizontal organization creates shared purpose, reduces boundaries and unleashes the power of investment in technology.
Chapter 6: Function Design
Realigning functions to drive value must precede the process of making organizational charts and determining reporting relationships.
Chapter 7: Metrics
Well-designed metrics make clear what success looks like at the individual and team level while promoting collaboration and innovation.
Chapter 8: Leadership and Culture
There is no one right profile of a leadership team, but leader behavior creates culture, and the two can be designed together.
Chapter 9: Designing for New Capabilities
To succeed in the future, organizations need solutions strategies, innovation strategies and activation strategies.
