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1、SPOTLIGHTONSTRATEGIESFORACHANGINGWORLDSpotlightTheDecision-DrivenOrganizationForgettheorgchart—thesecretistofocusondecisions,notstructure. byMarciaW.Blenko,MichaelC.Mankins,andPaulRogers11191Jun10Mankinslayout.indd54191Jun10Mankinslayout.indd5455/4/1010:35:48AM/4/1010:35:48AMHBR.ORGARTWORKA
2、ntonyGormley,Installationview,WhiteLOSTHORIZONI,2008,castiron,Cube,Mason’sYard,London32elements:each189x53x29cmPHOTOGRAPHY:STEPHENWHITE,LONDONJune2010HarvardBusinessReview5511191Jun10Mankinslayout.indd55191Jun10Mankinslayout.indd5555/4/1010:36:05AM/4/1010:36:05AMSPOTLIGHTONSTRATEGIESFORACHA
3、NGINGWORLDManyCEOsassumethatorganizationalstructure—theboxesandlinesonacompany’sorgchart—isakeydeterminantoffinancialperformance.Likegenerals,theyseetheirjobasputtingtherightcollectionoftroopsintherightplaces.Ifthebattleisaboutinnovation,forexample,thentheCEO’sdutyistocreatethebestpossiblest
4、ructureforchannelingresourcestowardsinnovation.ThisbeliefhelpsexplainwhyreorganizationsareInsteadofbeginningwithananalysisofstrengths,sopopularwithchiefexecutives.Infact,nearlyhalfweaknesses,opportunities,andthreats,structuralofallCEOslaunchareorgduringtheirfirsttwoyearschangesneedtostartwi
5、thwhatwecalladecisiononthejob.Somepresideoverrepeatedrestructur-audit.Thegoalsoftheauditaretounderstandtheings.Theimmediatemotivesvary.Someareaboutsetofdecisionsthatarecriticaltothesuccessofyourcuttingcosts;othersareaboutpromotinggrowth.company’sstrategyandtodeterminetheorganiza-Someareabou
6、tshakingupaculture;othersaretionallevelatwhichthosedecisionsshouldbemadeaboutshiftingstrategicfocus.Whateverthespecifics,andexecutedtocreatethemostvalue.Ifyoucanthough,reorgsalmostalwaysinvolvemakingmajoralignyourorganization’sstructurewithitsdecisions,Mstructuralchangesinpursuitofbetterper
7、formance.thenthestructurewillworkbetter,andyourcom-Despitethefanfarethatusuallygreetsthem,pany’sperformancewillimprove.however,mostreorganizationsfallflat.ArecentInthisarticlewesetoutthebasicprinciplesforBain&Companystudyof57reorgsbetween2000reorganizing
