Organizational Architecture [antikvár]

PREFACE Organizational Architecture emerged as a direct consequence of our work at Delta Consulting Group, an organization that provides counsel to managers and companies in periods of significant transition. Rather than a comprehensive survey or a highly integrated theoretical discussion, the book is a practice-driven collection of chapters that reflect the issues in organizational architecture that we have been encouraged to examine through our work with our clients. In contrast to the traditional academic model of moving from theory to practice, in our work and in this book we move from practice to theory: we reflect on our experiences and from them derive insights and observations that may be relevant in a variety of organizational settings. The thread running through this collection is the nature of the challenges that senior managers of leading-edge organizations face today. Our approach to consulting is to form highly collaborative relationships with our clients. Part of that collaboration involves transferring our technology (concepts, methodologies, and tools) to help clients enhance their capacity to design, build, and manage effective organizations. Thus, part of our core mission involves continually refining our practical knowledge about organizations and inventing tools that enhance organizational effectiveness. Invention in our domain, however, does not occur in a laboratory, an academic office, or a library; it occurs as the direct result of working with our clients to manage large-scale organizational change. In this way, our clients have not been just customers; they have been collaborators in the development of knowledge. Each chapter in this collection is the result of clients' interest in or concern about a particular issue and their encouragement for us to learn and discover with them.