designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith
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designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith [2016/12/18 12:45] – hpsamios | designing_organizations_-_strategy_structure_and_process_at_the_business_unit_and_enterprise_levels_-_jay_r._galbraith [2016/12/18 13:12] – [Notes] hpsamios | ||
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+ | I had trouble applying this book in a practical sense in that, while the Star model is an interesting model to think about how to structure an organization, | ||
+ | The book starts by clarifying organizational types and decisions approaches. "In summary, there are different types of hierarchical structures that companies adopt. Typically a company starts with a functional structure. Then as it diversifies, | ||
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+ | Another characteristics of an organizational design is reward systems. " | ||
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+ | The discussion then moves on to the Star model itself. " | ||
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+ | Throughout the book, there are a series of case studies to show various ideas and approaches. Problem I have with this approach in this case was that the examples almost seemed to be self-serving rather than tools / approaches to use. In other words, you could see how the ideas worked there because of your knowledge of the company but would not necessarily apply the approach in another organization. | ||
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+ | In the end I think I was looking more for an " | ||
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+ | While I found the book not to be very useful as an overall approach, I did find there were a large number of good ideas. For example: | ||
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+ | * "When a company extends its product differentiation strategy to include chips, sensors, and software in its products, it finds itself in the software business too. Part of the organization now has to move at the pace of the software industry. This pace approaches real-time and requires that cross-functional teams operate under the newsroom model." | ||
+ | * "All the data must be available to all the parties. In complex organizations, | ||
+ | * " | ||
+ | * "When competitive advantages do not last long, neither do the organizations that execute them." | ||
+ | * " | ||
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