Based on a decade of exclusive research, Lowell Bryan and Claudia Joyce of McKinsey & Company have come up with a simple yet revolutionary conclusion: Your workforce is the key to growth in the 21st century. By tapping into their underutilized talents, knowledge, and skills you can earn tens of thousands of additional dollars per employee, and manage the interdepartmental complexities and barriers that prevent real achievements and profits. This can only be accomplished through organizational design and redesign. That's the new model for survival in the modern, digital, global economy. With the right design, your organization will have the capabilities to pursue whatever strategy is necessary to compete on any scale, react to any market change, leverage any opportunity, and sail past the competition. In Mobilizing Minds, the authors distill their research into seven strategic ideas that shatter the complexity frontiers, have the potential to unleash enormous profits, and enable long-term success for every company. Bryan and Joyce outline innovative principles that enable corporations to: Manage complexity, bureaucracy, and redundancy Use hierarchical authority to strengthen the authority of key managers and drive performance Deliver operating earnings while implementing wealth-creation strategies Allow formal networks, talent, and knowledge marketplaces to work in a large company Motivate and reward wealth-creating behavior Pursue organizational design as a corporate strategy Increase worker satisfaction It is imperative for corporations to put the same energy used for new products and processes into organizational design. That's where the money is. That's where the opportunities lie. That's the key to surviving and prospering in the 21st century.

The must-read summary of Lowell Bryan and Claudia Joyce's book "Mobilizing Minds: Creating Wealth from Talent in the 21st Century Organization". This complete summary of the ideas from Lowell Bryan and Claudia Joyce's book "Mobilizing Minds" shows that a company's existing workforce is the key to its growth - not its technology, systems or any other assets. In their book, the authors explain that the central theme of your corporate strategy should be to redesign your organisation in order to better mobilise the mind power of the people who already work for you. This summary provides everything you need to design an organisation that can better capture the opportunities of the 21st century. Added-value of this summary: • Save time • Understand key concepts • Expand your knowledge To learn more, read "Mobilizing Minds" and discover the key to structuring your organisation for future success.

With the use of case studies this book will help the reader go back to basics by confronting critical questions in the organisation of marketing and how the critical processes of marketing, planning and budgeting are managed.

To thrive in today’s rapidly changing, global, dynamic business environment characterized by constant change and disruption, organizations must be able to adapt and innovate to maintain their competitive edge. Organization Design: Creating Strategic & Agile Organizations prepares students to make smart strategic decisions when designing and redesigning organizations. Structured around Galbraith’s Star Model™, the text explores five facets of organization design: strategy, structure, processes, people, and rewards. Author Donald L. Anderson distills contemporary and classic research into practical applications and best practices. Cases, exercises, and a simulation activity provide multiple opportunities for students to practice making design decisions. Includes an innovative organization design simulation activity that puts students in the role of a design practitioner!

This book helps readers develop a comprehensive understanding of diagnostics for strategic decision-making, with a focus on a method called rapid due diligence. This method presents a compelling solution to the need for effective diagnostics, drawing on academic rigor, critical thinking, systems dynamics, and advanced practicum to enable sound strategic decision-making. Guiding the reader through the six stages of the process from discovery, through analysis, synthesis, and interpretation, Thompsen engages all typical postgraduate disciplines in producing insights for practical application. Drawing on similarities with applied social science research, the rapid due diligence method is supported with scores of techniques, tools, instructions, guidelines, practical advice, and examples. Detailed cases and abbreviated examples of a variety of real strategic situations are provided from organizations operating in North America, Europe, Asia, India, and Australia. Ideal for graduate students, organizational leaders, and decision makers, this book is designed to invite deeper understanding and practical application of a strategic diagnostic process that discovers insights for achieving positive results.

This international collection of essays from leading authorities in the field of organizational studies, combines empirical and theoretical evidence and analyses how effective human resource management can lead to successful organizations.

The volume is based on the presentations and discussions from the Fifth European Conference on Management Consulting sponsored by the Management Consulting Division of the Academy of Management, which took place June, 2011 at Vrije Universiteit in Amsterdam, the Netherlands. The conference theme – Exploring the Professional Identity of Management Consultants – attempted to capture the highly ambiguous social status of this young and emerging profession. Management consulting does not have professional standards or accreditation criteria like those found in medicine or law, there are low barriers to entry, and a broad range of tasks are undertaken in the name of consulting. As a result, a crucial aspect of what constitutes such a loosely defined profession is the identity of its members. The professional identity of management consultants is continuously developing through the interplay of how consultants are seen and valued by clients as well as in the larger society, and how consultancy firms and consultants identify and position themselves. This theme includes a variety of topics, ranging from the interaction between consultants and their clients, consultant rhetoric and self-presentation, and the plethora of books, media and public discourse on consulting, to human resource policies and practices, knowledge development activities of consultancy firms, career and life stories of consultants and consultancies, and consulting associations, accreditation bodies, and education programs. All of these factors contribute, either directly or indirectly, to identity construction in the field of management consulting.