Three important lessons emerge from the Wyler case:
Management needs to continually monitor the gap between implemented and intended strategy, which often increases as the organization evolves a specialized structure to primarily pursue near-term gains.
Management needs to periodically modify structure to keep the gap between implemented and intended strategy within reasonable bounds.
In order to rapidly and effectively modify a company's structure to align with it's intended strategy, management needs to foster a culture of willing, constructive collaboration."
Article citation: Dale E. Zand, (2009) "Strategic renewal: how an organization realigned structure with strategy", Strategy & Leadership, Vol. 37 Iss: 3, pp.23 - 28
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