Designing Dynamic Organizations: A Hands-On Guide for Leaders at All Levels

By Jay Galbraith; Diane Downey et al. | Go to book overview

CHAPTER SEVEN
IMPLEMENTATION

Implementation is the process of putting all your good intentions to work. You have worked through the star model to determine the strategic design framework, designed the structure and the lateral organization, developed metrics to measure performance, and identified the people practices that will ensure that resources are effectively deployed against your new strategy and design. Now it's time to put all of this planning into meaningful action for every member of your organization. As your first phase of work is ending, an entire new phase of work is starting. Implementation introduces the unpredictable human element into your organizational design.

The focus of this book has been on organization design. The brief attention given to implementation is not an indication of our view of the relative importance of the two topics. Throughout this book, we've stressed that although some design options are more appropriate to a given situation than others, the process of fully developing the details is what makes the difference between a great idea on paper and a successful plan in reality. There is little correlation between a particular structure and the overall satisfaction of people who work in that structure. Usually, when there is disappointment with the new strategy and structure, it is usually a result of how the strategy and structure were implemented as opposed to dissatisfaction with the structure itself. Regardless of what type of organization you are trying to build, an implementation plan that is only partly executed guarantees lack of anticipated results.

-253-

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Designing Dynamic Organizations: A Hands-On Guide for Leaders at All Levels
Table of contents

Table of contents

  • Title Page i
  • Contents iii
  • Preface vii
  • Acknowledgments xvii
  • Chapter One - Getting Started 1
  • Chapter Two - Determining the Design Framework 22
  • Chapter Three - Designing the Structure 58
  • Chapter Four - Processes and Lateral Capability 134
  • Chapter Five - Defining and Rewarding Success 189
  • Chapter Six - People Practices 227
  • Chapter Seven - Implementation 253
  • Conclusion 271
  • Glossary of Terms 272
  • Bibliography 276
  • Index 281
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