http://www.booz.com/ocl-foresight Booz & Company's perspective on how to create essential advantage in Organization, Change & Leadership Wed, 23 May 2012 16:24:07 -0500 http://www.booz.com/media/image/boozco-logo_for_rss.gif http://www.booz.com/ocl-foresight 88 30 http://www.booz.com/media/uploads/BoozCo-Managing-Global-Enterprise.pdf?gko=96b57 Though most global companies have ambitious expansion strategies, they don't have the kind of management model that would enable them to thrive. Emerging markets are shifting the balance of economic power and pace of change, and a "business as usual" approach will no longer suffice. This article spells out three critical management enablers that global companies need: a rebalanced organizational structure and footprint, dispersed decision rights and tighter controls, and a fresh approach to leadership and talent management. by Paolo Pigorini, Ashok Divakaran, David Suarez, and Ariel Fleichman Wed, 02 May 2012 12:01:00 -0500 http://www.booz.com/media/uploads/BoozCo-Managing-Global-Enterprise.pdf?gko=96b57 http://www.strategy-business.com/article/00086?gko=b2721 During the last few years, a number of well-publicized "black swan" events -- highly destructive calamities that seemingly come from out of nowhere -- have had immense negative impacts on the companies involved. But a closer look at these crises reveals that they were self-inflicted; the root cause was a set of internal organizational factors that caused decision makers to take on or create risk. Rather than trying to prepare for each type of external danger, companies should look within, and redesign the factors - including misaligned incentives and decision authority, lack of information, and counterproductive mind-sets - that contribute to systemic self-inflicted risk. by Eric Kronenberg Wed, 02 May 2012 12:00:00 -0500 http://www.strategy-business.com/article/00086?gko=b2721 http://hbr.org/web/ideas-in-practice/the-secrets-to-strategy-execution-the-idea-in-practice In the new HBR Idea in Practice article, "How an Industrial Goods Company Overcame Its Weak Execution Culture," we show how any company can better execute its strategy without making costly, disruptive changes to its organizational structure. Using the story of a highly successful global company we'll call Canson Industrial Goods, we illustrate how you can uncover serious obstacles preventing your company from meeting its goals, how to change decision rights, and how to improve the flow of information to effectively implement your strategy. Please visit our Org DNA Profiler® at www.booz.com/orgdna to learn more about the four pairs of elements that determine an organization's effectiveness. by Ilona Steffen, Niko Canner, and Gary Neilson Mon, 16 Jan 2012 02:01:00 -0600 http://hbr.org/web/ideas-in-practice/the-secrets-to-strategy-execution-the-idea-in-practice http://www.booz.com/media/uploads/BoozCo-Shared-Services-Marketing-Organizations.pdf?gko=96b57 The marketing function at many large companies is under intense pressure to drive growth and to meet the challenges of the digital revolution. While CMOs are trying to use all levers at their disposal to push their businesses forward in today's competitive markets, many are missing an important opportunity to drive efficiency and effectiveness through a more advanced approach to shared services--specifically, marketing shared services. This article describes how leading companies are capturing scale from transactional activities and developing advantaged capabilities by taking a coordinated, consistent, and collaborative approach to their marketing service delivery model. by Edward C. Landry, Thomas Ripsam, and Namit Kapoor Mon, 16 Jan 2012 02:00:00 -0600 http://www.booz.com/media/uploads/BoozCo-Shared-Services-Marketing-Organizations.pdf?gko=96b57 http://www.booz.com/media/uploads/BoozCo-Value-Creation-Tutorial-Private-Equity.pdf?gko=96b57 Companies are in business to create value for their stakeholders, and that pursuit occupies countless hours in boardrooms and executive suites around the world. Certain companies are singularly adept at adapting their business to create and sustain value over time, but most are not. It is here that the example of top-tier private equity firms can be illuminating and useful. It is true that private equity firms enjoy a number of natural advantages over public companies, but there are many private equity lessons that do apply or can be adapted to help public companies develop the same sort of focused, time-sensitive, and action-oriented mind-set. We explore seven in this Perspective. by Vinay Couto, Ashok Divakaran, Harry Hawkes, and Deniz Caglar Thu, 27 Oct 2011 02:01:00 -0500 http://www.booz.com/media/uploads/BoozCo-Value-Creation-Tutorial-Private-Equity.pdf?gko=96b57 http://www.booz.com/media/uploads/Making_Change_Happen_and_Making_It_Stick.pdf?gko=96b57 Few organizations have escaped the need for major change as new technologies and global crises have reshaped entire industries, and the pace of change has accelerated. The pressures to adopt and sustain new ways of working are greater than ever. At Booz & Company, we believe that any approach to change management--the people side of business transformation--must be comprehensive and balanced. Such approaches can take several forms, but what they do have in common is that they carefully balance formal and informal levers, addressing both the "boxes and lines" of the organizational structure and the "unwritten rules" of how decisions are made and what creates pride in the organization. by Ashley Harshak, DeAnne Aguirre, and Anna Brown Thu, 27 Oct 2011 02:00:00 -0500 http://www.booz.com/media/uploads/Making_Change_Happen_and_Making_It_Stick.pdf?gko=96b57