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1、THEMcKinseyQuarterlyStrategy=structureAMcKinseyQuarterlyReaderMAY2002www.mckinseyquarterly.comTABLEOFCONTENTSIntroduction3ThealchemyofLBOs4PaulA.ButlerTheMcKinseyQuarterly,2001Number2Howcaninvestmentbankersachievebetterresultsatchemicalscompaniesthanengineersandchemis
2、tsdo?No,itisn’tblackmagic.Theinnovativeorganization:Whynewventuresneedmorethanaroomoftheirown16JonathanD.Day,PaulY.Mang,AnsgarRichter,andJohnRobertsTheMcKinseyQuarterly,2001Number2Companiescangrowquicklywithoutsacrificingperformancedisci-pline.Thetrickistobalancepartitio
3、ningandintegration.Teamworkatthetop28ErikaHerb,KeithLeslie,andColinPriceTheMcKinseyQuarterly,2001Number2Whenthetopteamisn’tworkingwell,thewholecompanysuffers.Howcantopteamsfixthemselves?FurtherReading40McKinseyisaregisteredtrademarkandTheMcKinseyQuarterlyisatrademarkofM
4、cKinsey&Company.Copyright©2002McKinsey&Company.Allrightsreserved.TheMcKinseyQuarterlyhasbeenpublishedsince1964byMcKinsey&Company,55East52ndStreet,NewYork,NewYork10022.IntroductionINTRODUCTION3Bigcompaniesusedtofollowasimpleruleoforganizationaldesign:“structurefollowsst
5、rategy.”Withthisapproach,executiveswouldfirstsettheirstrategyandthendefinetheorganizationalmodelthatbestsupportedit.Thesedays,however,bigcompaniesrarelyhavetheluxuryoffollowingstable,long-livedstrategies—andthosecompanies’organizationalstructuresmustnowbeassuppleandadaptab
6、leasthestrategiestheyreflect.AsSirJohnBrowne,ofBritishPetroleum,putsit,“Ourstrategyisourorga-nization.”Inthismodel,organizationaldesign,thequalityofinteractionswithinteams,andthedistributionofenergyinacompanymaybefarmoreimportantdeterminantsofsuccessthanthesoundnessofagiv
7、enstrategy.Thenewbeliefintheimportanceoforganizationiscloselylinkedtochang-ingattitudestowardmarkets.As“ThealchemyofLBOs,”oneofthearticlesinthisReader,remindsus,substantialvaluecanbeunlockedwhenbusi-nessesaretakenoutoflargecompaniesandgivenmarket-orientedperfor-manceince
8、ntives.Butabalanceisnecessary.Oursecondpiece,“Theinnovativeorganization,”arguesthatwinningcompaniesinco
