Title Page -- Copyright Page -- Contents -- Preface -- What is an Organization? -- Who should Read this Book -- Organization of the Book -- Acknowledgments -- Chapter One - Getting Started -- Organization Design -- The Reconfigurable Organization -- Deciding when to Redesign -- The Design Process -- The Case for a Participative Process -- Summary -- Chapter Two - Determining the Design Framework -- Translating the Strategy into Design Criteria -- Clarifying Limits and Assumptions -- Assessing the Current State -- Summary -- Chapter Three - Designing the Structure -- Structural Concepts -- Organizational Roles -- Leadership Roles -- Testing the Design -- Using a Participative Process: Mapping the Structure -- Design and Implementation Governance: Working through the Details -- Summary -- Chapter Four - Processes and Lateral Capability -- Lateral Capability -- Networks -- Lateral Processes -- Teams -- Integrative Roles -- Matrix Structures -- Building Lateral Capability -- Summary -- Chapter Five - Defining and Rewarding Success -- Metrics -- Values and Behaviors -- Compensation -- Rewards and Recognition -- Summary -- Chapter Six - People Practices -- Staffing the New Organization -- Assessing for Learning Aptitude -- Performance Feedback -- From Training to Learning -- Summary -- Chapter Seven - Implementation -- Planning -- Managing Skepticism -- Assimilating into the Organization -- Conclusion -- Glossary of Terms -- Bibliography -- Index.