If you’re having trouble translating strategy into execution, maybe you’re only using half of your organization. Sure, you’ve assigned decision rights, rearranged the lines and boxes in the org chart, set up a knowledge exchange system for better information flow, and tweaked your incentives. These are the formal mechanisms that business executives usually rely on for organizational change management—they’re familiar, concrete, and measurable. To meet the practical demands of execution, you need to design these elements thoughtfully and effectively.
But it takes more than sound structures, well-crafted rules, and rational compliance to get the best out of your people or to change your company’s direction. Emotional commitment matters too. The attributes of emotional commitment—drive, pride, an innovation mind-set—are nurtured mainly beyond the lines and boxes. They stem from informal elements: norms, commitments, mind-sets, and networks.
Author: Jonathan Gruber
Source: strategy+business
Subjects: Management, Organizational Behavior
- 10 Principles of Organization Design
- 8 Elements of Organizational Design
- A Global Checkup: Diagnosing the Health of Today’s Organizations
- Four Components of Organizational DNA
- How to Prevent Self-Inflicted Disasters
- Know Thy Company’s Self
- Management Spans and Layers
- Marketing Profiler
- Org DNA Profiler
- Organization Effectiveness Simulator
- Organizing to execute: It’s in the DNA
- Profiles in Organizational DNA Research and Remedies
- Putting Strategy into Practice
- The 10 Principles of Organizational DNA
- The 7 Types of Organizational DNA
- The DNA of Marketing
- The Dominant Genes: Organizational Survival of the Fittest
- The Four Bases of Organizational DNA
- The Hidden Value of Organizational Health—and How to Capture It
- The Organization vs. The Strategy: Solving the Alignment Paradox
- The Passive-Aggressive Organization
- The Secrets to Successful Strategy Execution
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