Chapter 11The Organization Health-Check Tool Kit

Two years into the implementation of its new global operating model, a large capital equipment company contacted us to discuss some challenges they were facing in getting their matrix organization to be effective. Five global product platforms were expected to interact directly with four regional customer organizations, supported by global technical and marketing functions. In the initial phone conversation, two executives described a recent top-200 leadership conference the CEO held, focused on an ambitious five-year growth strategy. In breakout sessions during the conference (and subsequent debriefs in plenary session), the agenda topics were overshadowed by concerns that managers were expressing ...

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