16. Companies to Look @ Part 2 Intense environment with steep goals where need for balance supported w/in teams Alvin Toeffler’s model for ATT Divestiture Decentralized work effectiveness facilitators who are part of the business unit Centralized finanical and HR systems infrastructure IDG Successful Rebranding – Strong Leadership (Sir John Browne) Navigated waters for celebration and rough edges Aligned with Alvin Toeffler & Charles Handy’s future models Centralized infrastructure with decentralized work effectiveness experts with scientific background Strong Knowledge Management Infrastructure which supported decentralized global change British Petroleum rebranding to BP Layoff Spiral has morphed into Compaq and now HP Attitude may be the same w/ a different time in History Classic Pfeffer Downward Spiral Decentralized with very little centralized infrastructure and no workforce planning Founders Syndrome with Tight Financial Controlls Digital Equipment Corporation Comment Process Human Resource Description Core Group Pattern Company
17. Companies to Look @ 2 Starting slowly and will be a learning lab of innovation for Booz Allen Hamilton Analysis Pilot change and invest in it slowly unclear at this time Drawn from Public and Private Sector cross industry, - medical care, insurance, & science MA Ehealth Initiative – Mass Medical Society, BCBS Foundation, & other groups This is still new and it is unfolding and remarkable in that it oriented around quality of care, social policy, law, legislation and patient need. Operates as a social network with open review of stakeholder needs (consumers, best practice science & representation from other stakeholders IDG like – mentoring other autonomous groups Private & Public Partnership Faster Cures and related organizations Outperforming competitor Increased sales Renewal of company morale across the board Redesign of architecture brought leadership and project management to the manufacturing floor Centralized infrastructure and work effectiveness team trained in core group theory Aggressively working corporate governance issues while pushing responsibility cross a broad range of stakeholders Boeing Comment Process Human Resource Description Core Group Pattern Company
24. Interplay of Organizational Structures Light grey boxes show the formal hierarchy. Stars depict Core Group members, legitimate symbols of direction (Clan). Arrows show work flow and the return of money from customers (Market). Dotted lines show the informal paths by which knowledge travels (Network). Each individual is defined by a variety of relationships. The OD/OE manager is not only “plugged in” but influential - but not directly involved in the production process. The Regional Manager is a key hub in the work network, but not a Core Group member. Etc. Union Leader Board Member CEO “ Gate-keeper” to key production process OD/OE Manager Regional Manager Customers A/R
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