Published by:
Harvard Business Publishing
Length: 15 pages
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Abstract
Reengineering efforts are sweeping the country as companies shift from purely functional organizations to those that better accommodate horizontal work flows. Broad, crosscutting processes such as product development and order fulfillment have become the new organizational building blocks, Managers, in turn, have begun to develop new ways of working. But much remains to be learned about how these new organizations are crafted and led. The critical questions involve strategy and management practice. In this roundtable, Xerox''s Allaire, USAA''s Herres, SmithKline Beecham''s Leschly, and Pepsi''s Weatherup, four senior executives who have helped pioneer the shift to process-based organizations, discuss their experiences. They represent diverse industries and a wide range of competitive challenges, but their observations about processes and process management are strikingly similar.
About
Abstract
Reengineering efforts are sweeping the country as companies shift from purely functional organizations to those that better accommodate horizontal work flows. Broad, crosscutting processes such as product development and order fulfillment have become the new organizational building blocks, Managers, in turn, have begun to develop new ways of working. But much remains to be learned about how these new organizations are crafted and led. The critical questions involve strategy and management practice. In this roundtable, Xerox''s Allaire, USAA''s Herres, SmithKline Beecham''s Leschly, and Pepsi''s Weatherup, four senior executives who have helped pioneer the shift to process-based organizations, discuss their experiences. They represent diverse industries and a wide range of competitive challenges, but their observations about processes and process management are strikingly similar.