Successful Organisational Changev1（罗兰·贝格国际管理咨询(上海)有限公司）.ppt

Fu?zeile Successful Organisational ChangeRoland Berger Partners Ltd London, October 1998 All organisations reach a point where new ways of doing business demand organisational change Contents A. There are four possible generic organisational structures B. A process-based organisation typically provides the best basis for success in today‘s competitive marketplace C. The realignment of the organisation must be planned carefully: four factors provide the key for success A. There are four possible generic organisational structures The functional organisation is ideal for smaller, stable organisations that require routine tasks to ensure efficiency and quality The divisional organisation is suitable for larger firms, wishing to promote product specialisation The matrix organisation gives a dual focus on products and functions, but requires extraordinary team skills at all levels in order to avoid lowering performance The horizontal, or process-based organisation is ideal for larger customer-oriented firms that face uncertain and changing environments B. A process-based organisation typically provides the bestbasis for succces in today‘s competitive marketplace Future success requires a transition from a traditional organisation, to multi-functional teams centred around the business process European retailer example: At headquarters, the store formats are reflected in a matrix structure of store format Business Managers and Category Managers The realignment of the organisation typically has six characteristics Cross-functional teams aligned with the business processes are focused on the customer relationship Traditional task-based work allocation is replaced by goal-oriented team work Teams must be empowered to make necessary decisions at all levels Individual rewards and recognition should reflect the change in corporate goals There is less necessity for layers of management Managers must change from supervisors to coaches, from scorekeepers to leader