Most executives can readily agree: Organizational success hinges on effective execution, and effective execution is a matter of ability and agility. Can an organization quickly convert strategy into action, and can it deal effectively with discontinuous change in its competitive environment? This study finds that structural changes are half as effective as those focused on decision-making and information yet more often used.
Content: Article
Authors: Christine Harada, David Kletter
Source: “Strategy&”
Subjects: Management, Organizational Behavior
Authors: Christine Harada, David Kletter
Source: “Strategy&”
Subjects: Management, Organizational Behavior
Related Content
- 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 Balanced Is Your 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 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
Like this content? Why not share it?
There Are No Comments
Click to Add the First »
Click to Add the First »