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Structure = strategy
Should the organizational design of a company be determined only after it has established its strategy? That was the classical approach of large corporate organizations. But in the uncertain world of the present, organizational designs must be as supple and adaptable as the strategies they reflect. This McKinsey Quarterly Reader brings together three articles (and a list of further readings) from our archive. Each of them examines new approaches to the creation of innovative organizations.
The take-away: Organizational design, the quality of the interactions within teams, and the distribution of energy in a company may be far more important determinants of success than the soundness of any given strategy.
Articles provided by The McKinsey Quarterly
© 1992-2003 McKinsey & Company, Inc
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