This article sets forth the notion of customer-centric business units that are used to deliver packages of systems or solutions to customers. It describes how to create and integrate a customer-centric unit into the existing organization. Nokia and IBM are provided as examples. Click Link To View PDF

This article describes how large multi-national companies such as IBM and British Petroleum have organized to realize the benefits of size and breadth as well as entrepreneurial spirit and responsiveness. Click Link To View PDF

Global customers - those who want a consistently high level of service from suppliers in all countries where they do business - are increasingly more demanding. This article describes how global companies can build new capabilities to service the customer dimension, in addition to business units, countries and functions. Click Link To View PDF

This article describes how Sun, Nokia and IBM have created organizations that are simultaneously fast, flexible and integrated. Click Link To View PDF

"Change Management" takes enormous time and effort. This article describes how companies can design their organizations to be rapidly changeable to meet environmental and competitive challenges. Click Link To View PDF

This paper explores the alternate model of dual leaders, and features examples from Intel, General Electric and other companies. Click Link To View PDF

Innovating organizations - those that are designed to do something for the first time - call for unique structures, information and decision processes, and reward and people-selection systems. This article discusses how such organizations can be created. Click Link To View PDF

This article discusses the impact of the international transfer of managers on an organization's structure and other organizational processes. Click Link To View PDF

A classic article that still applies today. It describes matrix organizations, and how to move from a functional to a matrix form. It also describes alternatives to a pure matrix form, as well as factors involved in determining those choices. Click Link To View PDF

Networks are what act as the glue in organization structures. This article describes network-building practices such as co-location, communities of practice, annual meetings/retreats, training programs, rotational assignments and technology and e-coordination. Click Link To View PDF

BAA, the world's largest commercial airport operator, has a very high number of women in senior management positions. This article describes how the company created its unique culture of balance. Click Link To View PDF

One of the earliest articles to outline an information processing view of organization design that is still very relevant today. It discusses how task uncertainty influences organization forms and processes. Jay Galbraith outlines several design strategies to cope with more complex organizational demands including the creation of self-contained tasks, investment in vertical information systems and creation of lateral networks. Click Link To View PDF

Organizing for the Future: Designing the 21st Century Organization and Beyond (keynote presentation to the annual Academy of Management Meeting in Honolulu, Hawaii on August 8, (2005) Click Link To View PDF