Jay Galbraith discussed three-dimensional matrices of functions, business units and countries as well as four-dimensional structures, such as Procter & Gamble’s Four Pillar Organization is an example.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
In this paper Jay R. Galbraith argues that multi-dimensional organizations like Procter & Gamble’s Four Pillars structure are a new form of organization.
Jay Galbraith spoke on April 9, 2010 about Designing the Enterprise Organization. Clearly some interesting changes are underway in the design of the enterprise organization, and this session will show what is driving those changes and how companies are adapting to them.”
Jay addresses the design of successful matrix organizations. He features the Star Model as a guide to design. He emphasizes the point that designing a successful matrix is less about structure and more about designing management processes, creating joint goals, managing conflict, clarifying roles and responsibilities and creating strong management teams; ends with HR practices, reward systems and selection criteria to complete the Star Model.
Designing Matrix Organizations that Actually Work: How IBM, Procter & Gamble and Others Design for Success
Organization structures do not fail, says Jay Galbraith, but management fails at implementing them correctly. This is why, he explains, the idea that the matrix does not work still exists today, even among people who should know better.
Designing the Customer-Centric Organization (Jay R. Galbraith, (Jossey-Bass, 2005)) offers today’s business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer.
This article by Jay R. Galbraith is about the convergence of strategy and organizational consulting.
Jay R. Galbraith states that a challenge for organization designers is to create an organization that can act with speed, flexibility and integration. Up until now, designers could create organizations that are characterized by any two of those features but not all three.
Jay R. Galbraith discusses how many companies today are adopting strategies to package products and services into solutions. However, several well-managed companies are experiencing difficulty in transitioning from stand-alone product offerings to solutions.
Shared leadership is a topic that is largely ignored in the research literature. Despite this, J. O’Toole, J. Galbraith, and E. Lawler believe the topic warrants additional theoretical and empirical attention.
Based on Jay Galbraith’s world-renowned approach to organization design, and featuring a broad selection of practical tips and ready-to-use tools developed by Diane Downey and Amy Kates, Designing Dynamic Organizations gives business leaders at all levels everything they need to implement positive, progressive change.
Designing Organizations: An Executive Briefing on Strategy, Structure, and Process – New and Revised
Jay Galbraith’s new and revised edition of Designing Organizations is a leader’s concise guide to the process of creating and managing an organization – no matter how complex – that will be positioned to respond effectively and rapidly to customer demands and have the ability to achieve unique competitive advantage.