Managing the Multidimensional Firm
post # 203 — October 2, 2006 — a Managing, Strategy post
Both management and front-line employees today are overburdened by time-consuming and often conflicting roles due to the complex structures of departments, industry teams, major account teams and geographic locations.
Thatâ€™s why in modern businesses, the organization IS the strategy: if the organization functions smoothly, the firm will excel. If it creates barriers, the firm will stumble continually.
This week’s free audio seminar, Competing through Organizational Functioning, discusses the diagnostic tools for a smoother functioning organization:
5 Imperatives to structure your organization for success
- Examine structure, process and people
- Recognize shifting priorities in structural design
- Establish mandates for each group
- Clarify agreements within the groups
- Choose the right group leaders
I also discuss how to create your own customized solution for managing a complex firm that goes beyond the motions of establishing â€œtheoretically correctâ€ structures and obtaining â€œfalse consentâ€ from key players to effect real change.
A slightly modified version of this podcast (with the same title) will be posted as a new article on my website later this week. [Update: the article version of Managing the Multidimensional Organization is now available on the site as both a screen version and a downloadable PDF.]
You can receive new seminars automatically with iTunes or other podcast players. (Click here for step-by-step instructions on how to subscribe.) My Business Masterclass audio seminars are always downloadable at no cost.
Andre (Redbeard) Mazerolle said:
I re-read your article and Blog post on Multidimensional Organizations with interest after reading about Dr. Raymond Madden, the head of learning and professional development at the ICAEW, in Accountancy Age magazine who recently said, “The days of the chartered accountant keeping a low profile are long gone and good communication skills have never been more important, so why are we so bad at it?…[and] the need for â€˜soft skillsâ€™ development has never been more relevant to the job.” Mandates, processes, agreements et. al. are important, but the soft skills of a leader is what really carries the day. To paraphrase Sun Tsu, people will follow those that they like and admire. I recently blogged about this on http://redbeardmarketing.blogspot.com/
posted on March 20, 2007