4 Posts found for Author: Kirsten Weerda

The secret of the helix lies in disaggregating the traditional management hierarchy into two separate, parallel lines of accountability—roughly equal in power and authority, but fundamentally different.

One of the two lines helps develop people and capabilities, sets standards for how work is done, and drives functional excellence; the other focuses those people and capabilities on the priorities for the business (including overseeing their day-to-day work), … [ Read more ]

Content: Quotation | Authors: Aaron De Smet, Kirsten Weerda, Sarah Kleinman | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

Separating people-leadership tasks from day-to-day business leadership can help organizations strike a better balance between centralization and decentralization, reduce complexity, and embrace agility.

Content: Article | Authors: Aaron De Smet, Kirsten Weerda, Sarah Kleinman | Source: McKinsey Quarterly | Subject: Organizational Behavior

The idea behind agile governance is to establish both stable and dynamic elements in making decisions, which typically come in three types. We call big decisions where the stakes are high Type I; frequent decisions that require cross-unit dialogue and collaboration, Type II; and decisions that should be parsed into smaller ones and delegated as far down as possible, often to people with clear accountability, … [ Read more ]

Content: Quotation | Authors: Aaron De Smet, Kirsten Weerda, Wouter Aghina | Source: McKinsey Quarterly | Subjects: Decision Making, Management, Organizational Behavior

Companies can become more agile by designing their organizations both to drive speed and create stability.

Content: Article | Authors: Aaron De Smet, Kirsten Weerda, Wouter Aghina | Source: McKinsey Quarterly | Subjects: Best Practices, Management