INDEX
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ABACUS system
ABB, see Asea Brown Boveri
AgroLife (case study)
alignment, role
Andersen Consulting
annual meetings
Apple Computers
Asea Brown Boveri (ABB)
assessment interviews
assimilation
assumptions
AT&T
balanced scorecard
Baldrige award
Bankers Trust
banking industry
Barnes and Noble
Barnevik, Percy
behavior(s)
and recognition
and rewards
Bloomberg, Michael
BMW
boundary-spanning roles
Bridgestone/Firestone
business development
business incentive plans
business plans
business strategies
call centers
Cambridge Technology Partners (CTP)
Capital Bank Corporation (case study)
determining design framework at
lateral capability at
structure of
CARE International
change
in business strategy
levers of
managing skepticism about
in organization
pace of
readiness for, in reconfigurable organizations
chaos theory
Citibank
Citigroup
CNN
coaches
co-location
communal space
communicating
communities of practice
compensation
of business units
designing systems for
pay for performance
skill-based
of teams
tool for assessment of
total
variable
complexity (of organizational structure)
conflict, in lateral organizations
consultants
coordinator roles
core strategy
CRM (customer relationship management) systems
cross-business teams
cross-evaluation
cross-selling
CTP (Cambridge Technology Partners)
culture, organizational
current state assessment
analysis of data from
benefits of
consultants for administering
documents for
methodology for
questions to ask in
sources of data for
tool for planning of
customer-centric companies
customer relationship management (CRM) systems
customer service, as lateral process
customer structure
customization
DaimlerChrysler
decision making
design, organization, see organization design
design criteria
and strategy
and structure
tool for determination of
Designing the Organization phase
design process
Designing the Organization phase of
Determining the Design Framework phase of
Developing the Details phase of
Implementing the New Design phase of
Determining the Design Framework phase
Deutsche Bank
Developing the Details phase
distributed structure
distribution channels
divergence
divisions, launching new
Dominos Pizza
Dow-Corning
drivers (balanced scorecard)
e-commerce
economies of scale
employees
participation by
in reconfigurable organizations
see also staffing
Employer Services
Ernst & Young
executive teams
“extrarole” behavior
Federal Express
feedback
feedback, performance
financial function, as lateral process
flexibility
in lateral organizations
in reconfigurable organizations
focus groups
Ford Foundation
framework, design
assumptions about
case study involving
current state assessment for
and design criteria
limits on
phases of
free riding
front-back hybrid structure
advantages of
challenges of
examples of
functional structure
gain-sharing plans
General Motors (GM)
geographic structure
Glass-Steagall Act
GM (General Motors)
governance structure
definition of
executive team as element of
implementation teams as element of
leader as element of
leadership team as element of
process manager as element of
purpose of
sponsor as element of
steering committee as element of
and sustaining momentum
tool for determining
work groups as element of
groups
effectiveness of
focus
work
growth, effects of
Hackman, Richard, on groups
Harris Interactive
Hewlett-Packard (HP)
high-priority issues, determination of
HP, see Hewlett-Packard
human resources (HR)
implementation
assimilating into the organization as component of
checklist for
definition of
managing skepticism as component of
planning as component of
implementation teams
implementing the New Design phase
incentive plans
information technology (IT)
integration, in reconfigurable organizations
integrative roles
interfaces
Internet
interviews
issue teams
IT, see information technology
job rotation
Jobs, Steve
Johnson Controls
Johnson & Johnson
knowledge-based pay
knowledge management
knowledge sharing
lateral capability
advantages of building
case study involving
and decision making
definition of
integrating mechanisms for building
integrative roles as type of
lateral processes as type of
matrix structures as type of
need for
networks as type of
potential challenges to building
teams as type of
tool for building
lateral processes
leader(s)
and governance structure
managers vs.
leadership
and organizational roles
in reconfigurable organizations
styles of
leadership teams
learning
in reconfigurable organizations
training vs.
learning aptitude
legal issues
limits
long-term incentive plans
LotusNotes
management
as lateral process
layers of
manager(s)
expanded roles for
leaders vs.
new
mapping (of structure)
Marriott
matrix structures
managing in
relationships in
Matsushita
McDonald's
meeting rooms, tools for
meetings
annual
off-site
mentors
MetLife
metrics
alignment of
breadth of
consequences of
criticality of
targets for
time orientation of
tool for assessment of
Microsoft Exchange
Mies van der Rohe, Ludwig
modeling, of new relationships
momentum, sustaining
money, as reward
multiple bosses
networks
and annual meetings/retreats
and co-location
and communities of practice
fostering of
importance of
and rotational assignments
and technology
tool for building
and training programs
off-site meetings
operations, as lateral process
operations-focused companies
Oracle
organizational capabilities
organizational structure, see structure(s)
organization design
assessing reasons for changing
components of
definition of
framework for, see framework, design
participative approach to
people practices as element of
process as element of
process of
responsibility for
reward system as element of
strategy as element of
structure as element of
triggers for
organization(s)
changes within
definition of
reconfigurable
size of
outcomes
overall contribution, recognition/rewards for
overlay structures
pacing
PalmPilot
Panasonic
participation
benefits of
conditions for successful
forms of
inappropriate
levels of
tools for determining need for
past performance reviews
pay for performance
peer evaluation
people management, as lateral process
people practice(s)
assessment of learning aptitude as
case study involving
integrated model of
and learning
performance feedback as
staffing of new organization as
PeopleSoft
performance categories (balanced scorecard)
performance feedback
performance incentives
performance indicators (balanced scorecard)
performance problems
piloting
Pixar
planning (for implementation)
communicating as component of
feedback as component of
pacing as component of
piloting as component of
sequencing as component of
sustaining momentum as component of
power relationships
PriceWaterhouseCoopers
process, see also design process
process managers
product development cycle
product-focused companies
product structure
project management
qualitative surveys
quantitative surveys
recognition
design approach to
dimensions of
meaningfulness of
rewards vs.
see also rewards/reward systems
reconfigurable organizations
recruitment
relationships, and customer structure
representatives
representative sampling
responsibilities
retreats, annual
rewards/reward systems
allocation of
compensation as component of
and definition of success
desired values/behaviors as component of
meaningfulness of
metrics as component of
reward/recognition programs as component of
tool for assessment of
risk management, as lateral process
roles, organizational
alignment of
case study involving
clarification of
definition of
and functional perspectives
identifying/defining
interface between
and leadership
levels of
off-site meeting for determining
rotational assignments
SAP
Saturn (automobile)
Selectron
sequencing
Shell Oil
size, organizational
skepticism, managing
skill-based pay
social time, structured
Sony
span of control
special achievement, recognition/rewards for
specialization
sponsors
staffing
standardization
star model
start-ups
steering committees
strategic focus, confirmation of
strategy
structure(s)
assessment of current
“best,”
case study involving
complexity of
customer
definition of
and design criteria
design of new
and distribution channels
and flow of work
front-back hybrid
functional
geographic
governance
mapping of
matrix
and organizational culture
and organizational roles
overlay
and power relationships
product
and size of the organization
steps for determination of
and testing of design
success
defining
identifying indicators of
of teams
surveys
team evaluation systems
team(s)
assessing readiness of
cross-business
executive
implementation
issue
leadership
management of
rewarding of
success of
types of
work groups as
technology, as lateral process
telecommunications companies
Tennyson, Alfred Lord, on loving
testing (of design)
Textron
360° feedback
time constraints
total compensation
training
learning vs.
and networking
Tylenol
UNOPS
UPS
upward feedback
value proposition
value(s)
added
and recognition
and rewards
variable compensation
vendors, leverage with
vision
vision storytelling
Web sites
work groups
World Bank
Xerox