Harvard Business Review

DECEMBER 1, 2016

One large media organization faces large incumbent players and operates in a market that is growing quickly. Rather than using traditional top-down management practices, the company organized itself into small business units, each of which operates in a local geography. We call this operating structure the “network of teams.”

CEO 8

CEO Metrics Leadership Business Model 8

Harvard Business Review

OCTOBER 2, 2018

Employees operate within a hierarchy and are well aware of the guidelines that dictate their behavior. Behavior is even more tightly regulated at Amazon’s warehouses, where target goals and surveillance keep production on schedule. Managers could operate their stores with autonomy and tailor products to customer preferences.

Price 13

Price Decentralization Long-term Self-aware 13

Harvard Business Review

MARCH 22, 2016

However, overspending is often the result of decentralized and siloed decision making over the utility budget. One solution is to appoint a Chief Utility Officer, who can centralize decision making around utilities and rethink its role to support strategic corporate goals. For the U.S.,

Company 8

Company Management CIO Energy 8

Harvard Business Review

OCTOBER 24, 2013

It takes organizational, cultural, and operational changes. Decentralizing the procurement model and process is another key step, from establishing and enforcing quality standards across a distributed workforce to adjusting accounting and logistics systems to work with smaller suppliers. There are other operational considerations.

Retail 8

Retail Merchandising Market Penetration Brand 8

Harvard Business Review

NOVEMBER 5, 2012

Large cities have higher income, lower crime rates, and more rapid innovation. Yet inside this massive structure is a surprising amount of innovation in the area of organizational design and decision-making. Conformity creates groupthink, stifling innovation and organizational resilience. The reason is networks.

Agility 15

Agility Diversity Groupthink Efficiency 15

Harvard Business Review

DECEMBER 2, 2015

It makes much more economic and operational sense to create and leverage a central cadre of professionals than to ask each clinical unit, on its own, to acquire such expertise. After surgery, these same tools will be used to direct the intensity and duration of rehabilitation needed to attain the functional goals set by the patient.

Health Care 8

Health Care Management Cost Efficiency 8

Harvard Business Review

JULY 30, 2014

They don’t know how key decisions are made, and they have great difficulty analyzing why people—or whole parts of the organization—aren’t meeting the business’s performance goals.“. This approach offers the benefits of centralization (efficiency, economy of scale) and decentralization (effectiveness, local responsiveness).

Charan 10

Charan Human Resources Leadership Pipeline Decentralization 10

Harvard Business Review

APRIL 16, 2018

When Sloan became president of GM in 1923, he put in place planning and strategy, measurements, and most importantly, the principles of decentralization.” Each of these GM divisions focused on its own day-to-day operations with each division general manager responsible for the division’s profit and loss.

Transportation 8

Transportation Automotive Brand Engineering 8

Strategy Driven

JANUARY 24, 2011

Closing the Execution Gap : How Great Leaders and Their Companies Get Results by Richard Lepsinger If an organization can’t execute its plans and initiatives, nothing else matters: not the most solid, well thought-out strategy, not the most innovative business model, not even technological breakthroughs that could transform an industry.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

JULY 24, 2013

We at MIT CISR have found that enterprises are using one or more of three approaches to managing total digitization: convergence, coordination, or a separate digital innovation stacks approach. ES helped CBA achieve its goal of both reducing costs and becoming number one in customer experience. Separate Digital Innovation Stacks.

CIO 9

CIO Organization Committee CTO 9

Harvard Business Review

SEPTEMBER 5, 2016

Yet there’s compelling evidence that bureaucracy creates a significant drag on productivity and organizational resilience and innovation. Operating decisions are almost entirely decentralized. The goal, of course, isn’t to put 21.4 More people are working in big, bureaucratic organizations than ever before.

Cost 8

Cost Bureaucracy GDP Management 8

Harvard Business Review

SEPTEMBER 20, 2013

Some adaptation for certain patient types, like the short-stay surgical patients, has been needed to continue to meet the model goals. Patients anxious to know when they would likely go home were the impetus to providing a discharge goal on admission and focusing on the course of care needed to meet that goal.

Health Care 8

Health Care Quality Decentralization Planning 8

Harvard Business Review

JULY 23, 2013

Because digitization has passed power to the consumer, pressing companies to pull together their old decentralized profit and loss fiefdoms to produce experiences consumers find compelling. Design "integration mechanisms" and operate them with rigor. Basing a portion of compensation on common goals fosters collaboration.

P&L 8

P&L Decentralization COO Restructuring 8

Harvard Business Review

DECEMBER 22, 2016

The agency, which provides health care to approximately 9 million veterans at over 1,700 locations, had set a top-down goal to increase the percentage of veterans who were seen within 14 days of requesting an appointment. The crisis that emerged in the Phoenix VA was triggered by the pursuit of a 14-day wait time goal for all appointments.

Six Sigma 8

Six Sigma Learning-by-Doing Crisis Kotter 8

Harvard Business Review

FEBRUARY 22, 2012

The seven full time employees form a nucleus, or core group to handle program management, operations, and communications. These experts are highly briefed on the purpose and goals of the SU organization. But they will need an extremely clear purpose, and shared, decentralized power throughout.

Participative 15

Participative Decentralization Globalization Cost Center 15

CO2

FEBRUARY 8, 2017

These are: Model the way As the leader, you need to model the behavior, values, and operating processes for all the stakeholders. You also set goals and establish signposts that provide demonstrable progress along the way. You must empower others to work in pursuit of the organization’s mission, vision, and goals.

Hamel 78

Hamel Decentralization Charisma Skills 78

CO2

FEBRUARY 8, 2017

These are: Model the way As the leader, you need to model the behavior, values, and operating processes for all the stakeholders. You also set goals and establish signposts that provide demonstrable progress along the way. You must empower others to work in pursuit of the organization’s mission, vision, and goals.

Hamel 78

Hamel Decentralization Charisma Skills 78

CO2

FEBRUARY 8, 2017

As the leader, you need to model the behavior, values, and operating processes for all the stakeholders. You also set goals and establish signposts that provide demonstrable progress along the way. You must empower others to work in pursuit of the organization’s mission, vision, and goals. These are: Model the way.

Hamel 60

Hamel Decentralization Charisma Skills 60

Harvard Business Review

MAY 29, 2012

The truth about big innovation is that you get what you play for. If that looks like a typo — if it's jarring to see "innovation" and "play" in the same sentence or to hear anyone suggest that you, a manager, should play at anything — then this blog post is for you. It's the person who can say "yes" without permission.

Innovation 14

Innovation Company Decentralization Execution 14

Harvard Business Review

OCTOBER 5, 2017

To answer these questions, we began with a simple premise: Neither “smartness” nor the technology to be deployed is the end goal. Economy Components: the four components in this category are: global connectedness, economic robustness, entrepreneurial ecosystem, innovation capacity. Methodology.

Benchmarking 10

Benchmarking Globalization Technology Policies 10