This paper by Michael J. Fenlon (PwC) and Susan A. Mohrman (CEO) describes PricewaterhouseCooper’s (PwC) situation starting in the early 2000’s, when a serious problem with turnover was costing the firm “approximately $40 million annually.”
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
Achieving Excellence in Human Resources Management: An Assessment of Human Resource Functions
Like CEO’s previous research, this project measures whether the HR function is changing and on gauging its effectiveness. Edward E. Lawler III and John W. Boudreau pay particular attention to whether HR is changing to become an effective strategic partner. They also analyze how organizations can more effectively manage their human capital.
Millennials and the World of Work: An Economist’s Perspective
This article by Alec R. Levenson (CEO) uses an economic approach to address whether and how the Millennial generation is significantly different from its predecessors.
Agility and Organization Design: A Diagnostic Framework
This article by Christopher G. Worley (CEO) and Edward E. Lawler III (CEO) describes one comprehensive agility framework called “built to change” and the diagnostic process developed to assess an organization’s agility.
Fast HR
Theresa M. Welbourne (CEO) explains that Fast HR is a growing body of work that spells out ways HR can change to meet the needs of today’s fast-growth and high change organizations.
Are Executives Paid Too Much?
Edward E. Lawler III (CEO) shares that for several decades there as has been an on again off again debate about whether executives in U.S. corporations are paid too much. Recently, the issue has come front and center as a result of the high bonus pay outs to executives in some major financial institutions.
Valour Pulse and Energy Pulse
Theresa M. Welbourne’s (CEO) Valour Pulse and Energy Pulse questions are based on over 20 years of research on what drives firm performance.
Recasting Leadership Development
This article by Morgan W. McCall, Jr.(USC) begins with seven reasonably sure bets about the role of experience in leadership development, ponders the reasons that what is known is so rarely applied, suggests some things that can be done to put experience at the center of development, and concludes with recommendations for practice and for research.
Why are Jobs Designed the Way They Are?
In this chapter Alec R. Levenson (CEO), Michael Gibbs, and Cindy Zoghi study job design. Do organizations plan precisely how the job is to be done ex ante, or ask workers to determine the process as they go?
Designing Matrix Organizations That Actually Work, 6/17/2009
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.
Boardroom Realities: Building Leaders Across Your Board
The aim of the book Boardroom Realities by Jay Conger (Jossey-Bass, 2009) is to help you address the governance realities facing boardrooms today and to demonstrate that boardroom leadership and character make the primary difference in the performance of the board.