Decentralization Engineering Finance Operations 
Leading Blog
NOVEMBER 3, 2023
That’s a shame because the aviation industry as a whole still continues to be an industry model for how to operate with extremely high reliability despite having a highly fragmented set of organizational entities. The biggest challenge for companies when it comes to operational excellence is siloed behavior. logistics, and finance.
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.
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Harvard Business Review
JANUARY 16, 2017
Their operating environment changes in a way they don’t recognize, or they take on a project that they believe is within their capability but isn’t. But as the organization grew, its operations became more complex. Rather than managing that complexity by delegating and decentralizing, the CEO became even more controlling.
Harvard Business Review
AUGUST 6, 2014
content (news, finance, weather) into two Chinese languages, and directory access to 20,000 web sites, an approach that the company had adopted elsewhere. search engine company Inktomi in 2002. By mid-2004, however, the operation was mired in conflict over control and differences in management style.
Harvard Business Review
MARCH 7, 2014
Moreover, Sloan did this by means of organizational mastery, without the major engineering breakthrough that other GM insiders believed was their only hope. Moreover, they operated on a scale that is unthinkable in a business climate that prizes “nimbleness”: in 1960, GM had 500,000 employees on its payroll. Chevrolet sales soared.
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