Goold and Campbell, gurus of business strategy, challenge the design and management of complex organizations. While they acknowledge the appeal of interdependent network structures such as the matrix, they believe that these often get bogged down by ambiguous responsibilities and the search for consensus. They propose a new framework of organizational roles and relationships to help organization designers provide a clearer structure within which networks can operate more effectively. They also address the role of the corporate parent in complex structures. This book will help managers who are attracted to the idea of the “virtual organization” but are unsure of how to convert their business without causing chaos. Winner of the Igor Ansoff Strategic Management Award 2002
Book Details:
- Author: Michael Goold
- ISBN: 9780787960643
- Year Published: 2002
- Pages: 370
- BISAC: BUS041000, BUSINESS & ECONOMICS/Management
About the Book and Topic:
Goold and Campbell, gurus of business strategy, challenge the design and management of complex organizations. While they acknowledge the appeal of interdependent network structures such as the matrix, they believe that these often get bogged down by ambiguous responsibilities and the search for consensus. They propose a new framework of organizational roles and relationships to help organization designers provide a clearer structure within which networks can operate more effectively. They also address the role of the corporate parent in complex structures. This book will help managers who are attracted to the idea of the “virtual organization” but are unsure of how to convert their business without causing chaos. Winner of the Igor Ansoff Strategic Management Award 2002
Addresses a timely topic–Organization design of multi-business companies. * Provides a practical new framework for organization design with the flexibility of a network and sufficient structure. * Features case studies of major companies including BP, Cargill, Dow, HP, 3M, Mars, Monsanto, PricewaterhouseCoopers, Booz Allen & Hamilton, Philips, Shell and Unilever. * Written by two gurus of business strategy.
About the Author
Michael Goold and Andrew Campbell are directors of the Ashridge Strategic Management Centre in London and are acknowledged as leading thinkers on issues of corporate strategy and organization. The Centre conducts research on large divisionalized companies. It is part of the Ashridge Trust, one of the world’s top schools for executive education and development. Prior to establishing the Centre in 1987, both authors were Fellows at the Centre for Business Strategy at London Business School. They have written numerous books together including Strategies and Styles, Corporate Level Strategy and Synergy Educated at Oxford and Stanford, Michael has extensive consulting as well as academic experience. He worked for a number of years with the Boston Consulting Group, becoming Vice President in 1979. A Baker Scholar and Harkness Fellow from Harvard Business School, Andrew is currently a visiting professor at City University Business School. Previously he was a consultant with McKinsey and Company.