In general, organizational structure tends to channel and constrain value creation. Structures exist to prvoide formal authority for decisions and to arbitrate when consensus cannot be reached. Those functions are both necessary and valuable. But increasingly, value creation is occurring across structural boundaries through network overlays of one sort or another: functions work with other functions to improve the management of common processes; locations work with other locations to share best practices; business units work with corporate centers to leverage knlowedge and costs.
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