Download | Subscribe:  Email |  iTunes |  RSS (What is RSS?) 

We all know how important it is to think outside the box, but many companies still need to learn how to think outside 10 or 15 boxes. When it comes to designing an effective organizational strategy, companies frequently fall victim to boxology: Instead of clearly defining the capabilities, structure and roles required to execute business strategy, they settle for simply redrawing their organizational charts. A haphazard mix of various structures, based on people and politics, simply isn’t going to cut it, given the need to make vital business decisions at warp speed across geographic borders, in an environment where market conditions are constantly changing.

Highlights:

• What happens when a company doesn’t get its organizational structure right? (4:34)
• In many cases companies are forced to reevaluate their organizational strategy in response to an outside challenge — a merger or acquisition, for instance, or a need to reduce costs or comply with a new regulation. Why do companies so often fail to effectively implement strategic initiatives under these circumstances? (16:22)
• Which executives in the C-suite should take responsibility for overseeing and implementing the redesigned organization? (34:49)
• What bottom-line benefits can a company expect to derive after implementing an organization design, especially when it comes to competitive advantage? (46:22)

Guests: 
Jennifer Radin, principal, Deloitte Consulting LLP
Jeff Schwartz, principal, Deloitte Consulting LLP
Bhushan Sethi, senior manager, Deloitte Consulting LLP

Related Content:
Report: Boosting Business Performance Through Organization Design
Transcript: Going Beyond Boxology – Why Companies Should Put Organization Front and Center
Article: Who’s Making the Decisions Around Here? 
Service: Human Capital
Service: DeepDive^TM 

Listen to our complimentary podcasts anytime, anywhere.