The article details the latest insights on what changes organizations can take to have the greatest impact on executing their strategies to achieve results. Highlighting the cover story is the issue’s “Letter from the Editor,” in which HBR Editor Thomas Stewart details his personal realization of the relevance of the team’s ideas to his own organization experiences.

The HBR article demonstrates the importance of decision rights and information flow in driving effectiveness and how enterprises succeed or fail at execution depending on whether they focus on these power drivers or, instead, focus solely on “structural reorganization.” Supplementing the article is an online simulator (www.simulator-orgeffectiveness.com) where clients and others can test the effectiveness of alternative customized change programs in an active learning environment.

Neilson, Martin, and Powers are leaders in the global Booz & Company team that developed the Org DNA ideas and deploys the related service offering, helping companies diagnose and solve the issues associated with ineffective organizations and strategy implementation. Backing the research detailed in the article—the team calls this the “dominant gene” work— are client case studies and survey data from more than 125,000 employees of some 1,000 organizations in more than 50 countries.

Booz & Company thought leadership is hardly a new subject to HBR; the magazine cited Org DNA on its HBR List of 20 “Breakthrough Ideas for 2005.” And in October 2005, it ran the article, “The Passive-Aggressive Organization” by the firm’s Org DNA team. HBR’s readership at the C-suite and board level is significant.

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