Case study--- McKinsey & Company: Managing Knowledge and Learning

1. Discuss whether the structure of the executive compensation program is consistent with the corporate strategy for each company. At a minimum, consider the mix of compensation (i.e., fixed vs. contingent, short-term vs. long-term, accounting or stock price-based vs. non-financial-based). In your opinion, does the compensation program motivate executives to achieve strategic success?

Describe the organizational forms a company might have as it evolves from a start-up to a major corporation. List the advantages and disadvantages of each form.

Jackall (1988:144) enhances the importance of relationship-building skills by stating that the real issues consultants face are the political and social structures of corporations rather than the problems defined within them.

strength and position in the market as an “implementation” consulting firm. The firm’s ability to

We move on to the q 1 - regarding the six key elements of organizational design to analysis what decision Buckman Labs has made. What are the Six Key Elements of Organization Design? The six elements are Work specialization, Departmentalization, Chain of command, Span of control, Centralization / Decentralization and Formalization .

The design of an organization is a “formal, guided process for integrating the people, information, and technology of an organization” (Glickman et al., 2007). A good organizational design increases the likelihood that an organization will succeed; that its’ values will be realized and its mission will be attained. An organization begins with a strategy or a purpose, is followed by its philosophy or values, then identifies the mission and finally evaluates the environment and its’ strengths, weaknesses, opportunities, and threats to the organization (Kelly & Crawford, 2008).

2) Over the past 2 decades, business schools have added required courses on organizational design to many of their curricula. Why have they done this?

This model was developed by Tom Peters and Robert Waterman (Mindtools 2012). Essentially, it aims to improve the overall performance and productivity of an organization while aligning all departments to suit the shared vision of the organization (Peters 2011). There are a number of benefits within its flexible nature and ability to look back and analyze the success of a previously implemented strategic change within the organization (Simister 2011). It is retroactive, yet it can be an important diagnostic tool in learning for future endeavors of change (Peters 2009).

According to Miles et al. (1978, p. 547), an organization is both its purpose and the mechanism constructed to achieve the purpose. It means that the concept of organization is embracing both goals and all the elements that represent unique combination. Miles et al. (1978, p. 553) draws the conclusion that structure and the processes taking place inside the organization are closely aligned; it is hard to speak about one without mentioning the other. It is important to understand the conclusion drawn by Miles et al. (1978). It illustrates how the

When it comes to business as any organizations it requires a structure, based on the resources and demands organization can changed or modify their structure. The most common two structures are vertical and horizontal structure which we see every business organization in global market (Bateman & Snell, 2011). In today’s any business organization theirs and important trait is not only the structure, it is the functions within the organization. An organizing function in management highlights the practices individuals use to interact and work with each other. There are many business organizations that are very successful in their own

Q.1: How did the information systems and the organization design changes implemented by knudstorp align with the changes in business strategy?

On the other side, the position of senior market specialists requires identifying industry trends, evaluating new business opportunities, and establishing sales goals. Specialists are team players who develop general market and specific client strategies to help the account executives obtain a sale. Market specialists needs to be strategic in identifying patterns, anticipate problems and provide relevant solutions. They are relator and work as a team to achieve a goal. Their talent of individualization and positive attitude motivates the team to achieve maximized productivity. They are arranger who has to be organized in preparing and executing little possible details by following a standard approach. Illustrating signs of a visionary, Green’s talent of inventive way of working makes him capable to be a successful senior market specialist. However, Green is struggling with his position due to following reasons that he can work on by changing his perspective and managing up:

3. How do you educate a manager to manage an organization as it evolves over time from an entrepreneurial structure to a more sophisticated and complex organizational structure?

Today McKinsey has over 7,500 consultants in 90 offices across 51 countries. They help solve strategic, organizational, operational and technological problems, for some of

1. How difficult was the task facing Immelt assuming the CEO role in 2001? What imperatives where there to change? What incentives to maintain the past?