However, his branch managers opposed doing this, wanting to keep these extra “sales” for their teams. To reduce the backlog, the head of sales proposed setting up a centralized unit that would focus exclusively on re-selling the old machines. However as lease times were shortened and new models were introduced more frequently, the backlog of used equipment grew dramatically. In a certain copier company, sales branches traditionally had been responsible for re-selling equipment that had gone off lease.
But many times strategies evolve and change while seasoned managers clutch tightly to their old ways of structuring their units and organizing their teams. Make sure that structure is aligned with strategy: It seems obvious that organizations should be designed to advance business strategies. Only after a stronger consumer business leader was put in place did results get better - without any further reorganization. A few years ago, the consumer division of a packaged goods company went through five different redesigns in an eighteen-month period, with little change in performance. In the absence of these (and other leadership actions) any structure can appear to be dysfunctional. Most organizations can be made to work if leaders set the right goals, hold people accountable, streamline end-to-end processes, and put in place appropriate disciplines. But often this just creates more complexity. After all, it’s a convenient way to create the appearance of taking decisive action to reduce costs, refocus priorities, etc. Work with the current structure: Managers love to reorganize when results are not what they need to be. Here are a few approaches that you can try:
#Solving runix cube serial#
What results are multi-dimensional matrix structures where decision-making is torturous and unclear siloed functions that underleverage people’s efforts or serial reorganizations that create constant uncertainty.ĭespite this whitewater environment, there are still steps that managers can take towards simplifying their own structure - which may influence senior executives to adjust the broader design.
The colors will never line up, no matter how many times you spin it. It’s like trying to solve a constantly moving Rubik’s Cube.
Judging by the spirited responses, her examples resonated with many readers.Īs today’s executives struggle with the fallout of a globalized economy, they are likely to make their organizational structures even more complex. A recent post by fellow HBR blogger Gill Corkindale illustrates how dysfunctional or outdated organizational designs can make it difficult for managers to operate effectively.
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