Eric Jacobson

JANUARY 21, 2014

The other, smaller and rarer, is decentralized, horizontal, and inclusive. In her new book, The Fall of the Alphas: The New Beta Way to Connect, Collaborate, Influence – And Lead , she shows why the Beta model is the key to both business and career success. One, more traditional and common, is centralized and hierarchical.

Venture Capitalist 56

Venture Capitalist Decentralization Books Idea Generation 56

Deming Institute

NOVEMBER 21, 2016

Roadway established these goals for its quality teams: improve organizational productivity, improve employee satisfaction, develop employee capabilities through leadership and training, and improve communication by reducing frustration and conflicts. And such an aim is required for any Deming based effort. That culture can be seen further in.

Case Study 28

Case Study Deming System Company 28

Harvard Business Review

MAY 31, 2018

. “To prosper over time,” he argued, “companies must benefit all of their stakeholders, including shareholders, employees, customers, and the communities in which they operate.” We believe the answer is yes. In fact, this sort of thinking is something of a return to the norm.

Company 10

Company Decentralization Long-term Operations 10

Harvard Business Review

MAY 31, 2011

How does one successfully manage a company with a dozen diverse, decentralized businesses of varying sizes that employ over 100,000 people in 130 countries, especially in an uncertain economic environment? The answer is to make things simple, says Bill Allen, head of Group Human Resources at Copenhagen-based A.P. Moller-Maersk.

Management 15

Management Decentralization Report Bottom-up 15

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

NOVEMBER 8, 2017

Many so-called strategies are in fact goals. “We want to be the number one or number two in all the markets in which we operate” is one of those. For example, consider “We want to increase operational efficiency; we will target Europe, the Middle East, and Africa; and we will divest business X.”

Strategy 15

Strategy Bottom-up Balanced Scorecard Resistance 15

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

JULY 20, 2018

In our work at the European Center for Strategic Innovation (ECSI) , we have extensively researched the role of successful Innovation Units. At Samsung, the other aspects of the innovation process are relatively well managed at the operating level. One remarkable example is Johnson & Johnson’s Innovation Unit.

Innovation 10

Innovation Incubator Stage-Gate Idea Generation 10

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

MARCH 24, 2014

The simple digitization of existing insurance processes (allowing quotes to go straight through processing, for example, and rapid product configuration) could yield strong improvement to operating profit margins. Their operating model and governance are suited to the organization’s digital maturity, size and capability levels.

Insurance 8

Insurance Company Maturity Decentralization 8

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

This is a book for the times we live in—and one that for many companies could mean the difference between success and failure. Shared goals and clearly defined roles provide the foundation upon which cooperation and coordination can be built. The BRIDGE that failed : Employee Involvement in Decision Making … among others.

Execution 67

Execution Company 360-Degree Feedback Cooper 67

Harvard Business Review

DECEMBER 8, 2016

But Rogier thought it was the key to boosting engagement and performance, and he had hinted that he might use Contect’s 2017 annual all-employee meeting—his chance to announce new goals and celebrate the previous year’s accomplishments—to roll out the change. But the decentralization debate was different.

Case Study 8

Case Study Decentralization CFO Construction 8

Harvard Business Review

FEBRUARY 6, 2017

If we want to talk about success, we need to talk about outcomes , not just outputs. Our goal might be to sell more of our products online. ” But if the outcome — selling more products — hasn’t been achieved, then we have not been successful. Defining Done as Successful. The website is the output.

Project 8

Project Management Uncertainty Software 8

Harvard Business Review

JULY 24, 2013

Each approach has very different objectives and measures of success. For Commonwealth Bank of Australia, convergence involved bringing together operations and IT into a new unit, Enterprise Services (ES), headed by the CIO. ES helped CBA achieve its goal of both reducing costs and becoming number one in customer experience.

CIO 9

CIO Organization Committee CTO 9

Harvard Business Review

MAY 29, 2012

When executives create teams to pursue breakthrough innovation they typically push the work down to the operating levels, just as they do so successfully with their core businesses. In most organizations this person is the CEO or the president of a large, decentralized division or business unit.

Innovation 13

Innovation Company Decentralization Execution 13

Coaching Tip

JANUARY 27, 2011

After all, one reliable pathway to success is to imitate (or at least closely examine) the top predators and how they function. One can hardly imagine a decentralized decision- making process in his operations. Looking back, we find that even with his successes, the model didn't translate into other areas.

Succession 113

Succession Welch Leadership Diversity 113

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. Its priorities on creating an open and decentralized system that links multiple digital applications and services are core to how it accomplished these outcomes.

Benchmarking 10

Benchmarking Globalization Technology Policies 10