Von Ralf Keuper
Neben den Schriften von Robert Simons und Jay R. Galbraith zählt Competing by Design: The Power of Organizational Architecture von David Nadler und Michael Tushman für mich zu den lesenswertesten aus dem Bereich Organizational Design. Wohl auch beflügelt durch die Verbreitung des Design Thinking wächst in letzter Zeit das Interesse am Organizational Design. Damit einher geht die Einsicht, dass in einem hoch dynamischen Marktumfeld die Fähigkeit, sich rasch an die Veränderungen anzupassen ohne dabei die Organisation zu überfordern, ein Verständnis des Designs einer Organisation, der Organizational Architecture, voraussetzt.
Erst in dieser Woche erschien auf strategy + business ein lesenswerter Artikel zum Thema mit dem Titel Organizing for Advantage.
Auszüge aus dem Buch von Nadler und Tushman:
In this volatile environment where instability is the norm, we´re convinced that the last remaining source of truly sustainable competitive advantage lies in what we´ve come to describe as “organizational capabilites” – the unique ways in which each organization structures its work and motivates its people to achieve clearly articulated strategic objectives. These capabilites combine an organization´s core competencies – technological innovation, customer focus, low-cost-manufacturing of high quality products, or whatever they might be – with the ability to sustain and adapt those competencies in the fulfilment of long-term objective despite changing competition, altered strategies, and the loss of key employees. …
Today, we´re seeing the emergence of new organizational architectures in a period of change unmatched by anything since the development of the machine bureaucracy nearly a century ago. Once again, new purposes, structural materials, and collateral technologies are converging to produce entirely new concepts of design. …These themes also provide a general framework for the book and are useful to keep in mind .. :
1. Organizational capabilites represent the last truly sustainable source of competitive advantage.
2. Organizational architecture provides a conceptual framework for employing strategic design to develop organizational capabilites.
3. At every level of the organization, design constitutes one of the most powerful tools for shaping performance.
4. Regardless of its scope or scale, there are certain fundamental concepts that apply to design at every level.
5. There is a logical sequence of actions and decisions that applies to the design process at any level of the organization.
6. There are no perfect designs; the design process requires the weightening of choices and the balancing of trade-offs.
7. The best designs draw on the knowledge, experience, and expertise of people throughout the organization.
8. Even the best designs can be derailed by ill-planned, poorly executed implementation.
9. As continual design becomes a fact of life, successful organizations will learn to create flexible architectures that will accommodate constant change.
10. Flexible designs and architectures that leverage competitive strengths will themselves become the ultimate competitive weapons. …
Vgl. dazu auch:
Designing Complex Organizations