Published by:
Harvard Business Publishing
Length: 8 pages
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Abstract
A study of several MNCs shows that they succeed by keeping a simple structure and focusing instead on building a complex decision-making process that takes many perspectives into account. Developing a flexible organizational process follows three stages: 1) developing multiple management perspectives, 2) creating supplementary information channels, and 3) building a supportive organization. The benefits of using this approach are that managers'' attention stays on the task, the company avoids much of the trauma of reorganization, and managers are free to think of the organization in many more dimensions than can be represented on a chart.
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Abstract
A study of several MNCs shows that they succeed by keeping a simple structure and focusing instead on building a complex decision-making process that takes many perspectives into account. Developing a flexible organizational process follows three stages: 1) developing multiple management perspectives, 2) creating supplementary information channels, and 3) building a supportive organization. The benefits of using this approach are that managers'' attention stays on the task, the company avoids much of the trauma of reorganization, and managers are free to think of the organization in many more dimensions than can be represented on a chart.