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Select this type of team.
To operate. Fits well with your existing values and processes Within your existFunctional teams who work sequentially on issues, ing organization or lightweight teams— ad hoc cross-functional teams who work simultaneously on multiple issues Because. Owing to the good fit with existing processes and values, no new capabilities or organizational structures are called for. Fits well with existing Heavyweight team values but poorly with dedicated exclusively to the innovation project, existing processes with complete responsibility for its success Within your existing organization The poor fit with existing processes requires new types of coordination among groups and individuals.
Fits poorly with exist- Heavyweight team dedicated exclusively to ing values but well with existing processes the innovation project, with complete responsibility for its success Within your existing organization for development, followed by a spin-off for commercialization In-house development capitalizes on existing processes.
A spin-off for the commercialization phase facilitates new values— such as a different cost structure with lower profit margins. Heavyweight team Fits poorly with your existing processes and dedicated exclusively to the innovation project, values with complete responsibility for its success In a separate spin- A spin-off enables the project to be governed by off or acquired different values and enorganization sures that new processes emerge.
For example, can you tolerate lower profit margins than your established enterprise demands? Create a separate spin-off organization? By selecting the right team and organizational structure for your innovation—and infusing it with the right resources, processes, and values—you heighten your chances of innovating successfully.
Christensen and Michael Overdorf These are scary times for managers in big companies. Even before the Internet and globalization, their track record for dealing with major, disruptive change was not good.
Out of hundreds of department stores, for example, only one—Dayton Hudson—became a leader in discount retailing. Not one of the minicomputer companies succeeded in the personal computer business.
Medical and business schools are struggling—and failing—to change their curricula fast enough to train the types of doctors and managers their markets need. The list could go on. Usually they can. Nor do they lack resources to confront them. But unfortunately, most managers assume that if each person working on a project is well matched to the job, then the organization in which they work will be, too.
Often that is not the case. To succeed consistently, good managers need to be skilled not just in assessing people but also in assessing the abilities and disabilities of their organization as a whole. This article offers managers a framework to help them understand what their organizations are capable of accomplishing. It will give them a way to recognize different kinds of change and make appropri- page 4 Meeting the Challenge of Disruptive Change ate organizational responses to the opportunities that arise from each.
In trying to transform an enterprise, managers can destroy the very capabilities that sustain it. I recommend the There are different theories of negotiation and best business finance books area also involves strategic planning, team management, leadership, sales techniques, marketing, accounting, among other things.
What cross-cultural training does is expand on the cultural information provided, to include how others view time, women in business, figures of authority, mealtimes, etc. Manager's Toolkit Boston: Harvard Business School Press, Corporate strategy has become the bailiwick of consultants and business analysts, so much so that it is no longer a top-of-mind responsibility for many senior executives.
Harvard Business Review offers an interesting post about an executive at Trader Joe's who recognizes that he is micro managing- admitting you have a problem is the first step! Mon premier blog. Harvard Business Essentials. Harvard Business School Press Time. Harvard Business Essentials Time Management: