Networked, Scaled, and Agile

A Design Strategy for Complex Organizations

Amy Kates, Greg Kesler, Michele DiMartino

• Publisher: Kogan Page
• Year: 2021
• Print ISBN:
  9781789667790
• Edition: 1
• eBook ISBN:
  9781789667806
• Topic: Business
• Subtopic: Business General
• Index: Business

While technology and geopolitical forces change the face of business today, the patterns and challenges of organizing humans to work together across organization, culture, language and time zone boundaries remain. To face these challenges, all organizations need to be agile, networked and scalable.

Networked, Scaled, and Agile reveals how to shape organizations that will enable people to make faster and better decisions in a more complex world. By outlining the tension between the need for agility/differentiation and scale/integration, the book offers a new way to think about this debate using the models of the Tower (vertical integration) and the Square (horizontal integration). It addresses the role of the leadership team and how the organization design process can build C-suite leaders and successors. Each chapter concludes with a series of reflection questions for leaders as well as a summary of key concepts and tips.

Including case studies from global organizations, Networked, Scaled, and Agile reveals how organization design can address three of the biggest business challenges organizations face today: how to build a new capability across the entire enterprise; how to make the entire organization more customer-centric; and how to allow for faster innovation.

index

Bold page numbers indicate tables, italic numbers indicate tables.

3M 24, 54, 55

4 Cs of trust 136–137

Accenture 57, 91–92, 165–171

accountability

leadership layers 109–110, 111–114, 112

metrics 108–111, 109–110

operating models 108, 109–110

solutions strategy 146

vertical organizations 66, 70, 109–110, 111–114

activation

Accenture 165–171

capabilities in 142, 165–171

complex horizontal organizations 167–171

connections 168

conversations 169–170

defined 165

evaluation 171

leaders 170–171

next generation growth model 165–167

of organizational design 16

Aditya Birla Group 26–27

Agile methodology 9–10

agility

balance in 6

benefits of 9–11

differentiation as 5

enterprise 5

horizontal organization 77

scale and, balance with 11

Apple 5, 24

artificial intelligence (AI) 15

authority in vertical organizations 66, 70

Bartlett, C.A. 6

Berkshire Hathaway 25

brands, global 8–9

business handshake 71, 115, 115–116, 116

business models

change in 3–4

disruption of own 6

innovation in, trend for 15

need for change in 2

capabilities 29

activation 142, 165–171

innovation 142, 156–164, 159

needed in the 2020s 142–143

solutions 142, 144–154, 153

capability networks 85–90, 87, 88, 89

Carrier 144

center-led concept 36, 36–37

center-led organization 81–84, 82, 86–90, 87, 88, 89

centers of expertise 100, 102

centralization 7, 35–36, 81–82, 82

change

business models 3–4

in business models 2

culture 133–134

in solutions strategy, organizational design and 145–146

Christensen, C. 6, 122

Coca-Cola Company 102–103, 122

collaboration

formal networks 85

horizontal organization 77

metrics 116–120, 118, 119

solutions strategy 146

technology...

Table of contents

• List of figures and tables
• About the authors
• Foreword by Julie Sweet, CEO, Accenture
• 01 The Central Design Problem
• 02 Operating Models
• 03 Organization Models
• 04 The Vertical Organization
• 05 The Horizontal Organization
• 06 Function Design
• 07 Metrics
• 08 Leadership and Culture
• 09 Designing for New Capabilities
• 09a Solutions
• 09b Innovation
• 09c Activation
• Index