Cover -- TItle Page -- Copyright -- Contents -- List of Figures and Tables -- Preface -- Chapter 1 Introduction -- Today's Organization Design -- Drivers of New Strategies -- Growth -- Fragmentation of the Stakeholder Environment -- Drivers of Organization Designs -- Variety and Diversity -- Interdependence -- Dynamics of Change -- Summary -- Chapter 2 The Star Model -- The Origins of the Star Model -- Strategy -- Structure -- Hierarchy of Authority -- Distribution of Power Across the Hierarchy -- Division of Labor -- Shape of the Organization -- Information and Decision Processes -- Informal Processes -- Business Processes -- Management Processes -- Reward Systems -- Compensation Practices -- Promotions -- Recognition Systems -- Job Challenge -- People -- Summary -- Chapter 3 Single-Business Strategy and Functional Organization -- The Evolution from Start-Up -- Initial Organization -- The Functional Structure -- Types of Single-Business Strategies -- The Lateral Organization -- Lateral Coordination -- Benefits and Costs of Lateral Processes -- The Five Types of Lateral Processes -- Fostering Voluntary Processes -- E-Coordination -- Summary -- Chapter 4 Designing the Lateral Organization -- Formal Groups -- Design of Formal Groups -- Simple Group Structures -- Complex Group Structures -- E-Coordination of Teams -- Integrating Roles -- Design of Integrating Roles -- How to Decide -- Summary -- Chapter 5 Types of Single-Business Strategy -- Product-Centric Strategy -- Customer-Centric Strategy -- Cost-Centric Strategy -- The Real-Time Business Strategy -- Customer-Centric Real-Time Strategy -- Summary -- Notes -- Chapter 6 The Reconfigurable Functional Organization -- Competing with No Sustainable Advantage -- The Reconfigurable Organization -- Creating Reconfigurability -- Structure -- Processes -- Rewards -- People.

The Cost of Reconfigurability -- Summary -- Chapter 7 Designing the Network Organization -- The Network Organization Model -- Network Strategy -- Designing the Network Organization -- Partner Selection -- Partnership Structure -- Supporting Policies -- Creating and Managing Ecosystems -- A Network Organization -- Summary -- Chapter 8 Multibusiness Strategy and Organization -- Portfolio Strategy and Organization -- Diversification Strategy -- Corporate Structures -- Processes -- Reward Systems -- People -- Aligned Models -- Summary -- Chapter 9 The Mixed Model -- Strategy -- Hewlett-Packard -- AlliedSignal/Honeywell -- Structure -- Processes and Policies -- Processes -- People and Human Resources Practices -- Summary -- Chapter 10 Adding Value -- Portfolio Strategy Today -- Creating Value -- Capital and Financial Acumen -- Talent -- Technology -- Government Relations/International -- Leverage -- Brand -- Banking Capability -- Sharing Intangibles, Expertise, and Knowledge -- Tangible Resource Sharing -- Summary -- Chapter 11 The Value-Adding Conglomerates -- Conglomerate Performance -- Quantitative Studies of Performance -- A Look at Value-Adding Conglomerates -- Berkshire Hathaway -- General Electric -- Danaher -- Illinois Tool Works -- Summary -- Chapter 12 Synergy Portfolio Strategies -- Synergy -- Leveraging Intellectual Property -- Synergy Through Solutions -- Portfolio Strategies -- Business On Demand -- Smart Planet -- IBM Organization -- Structure -- Processes -- Reward System -- People -- Summary -- Chapter 13 Organizational Design Challenges and Opportunities Resulting from Big Data -- What Is New About Big Data -- Organization Design Challenges -- Power Shift -- Attain Real-Time Decision Making -- Opportunity to Generate Revenue from Big Data -- Summary -- Bibliography -- About the Author -- Index.