The rigid and hierarchical corporate structure that provided the basis for business growth throughout the 20th century is a thing of the past. By 2010, the pace of change in the business world will accelerate to the point at which only the most flexible organisational structures will be able to withstand the stress.
Written in co-operation with Andersen Consulting, this report serves as a blueprint to prepare CEOs and other members of senior management for the challenges of managing the 21st century enterprise. Based on the insights of more than 400 senior executives in 34 countries, it will show you: How to shape your corporate structure for the year 2010 and why you need to place ever-greater emphasis on having a flexible organisation Why you will increasingly need to focus on core businesses and how to determine which key businesses to select and manage Which relationship models--including outsourcing, joint ventures and strategic alliances--are best for your company Why outsourcing in particular is increasingly seen as a powerful tool for achieving strategic improvements in a company's performance How to lead the leaner, more flexible organisation How to manage tomorrow's employee Why an organisation's ability to learn and manage information technology will be vital sources of competitive advantage
Case studies from leading organisations around the world reveal how companies are preparing for the challenges of the next century: BP reveals how it developed a successful outsourcing alliance to manage its accountancy services Dow Chemical outlines its intellectual asset management project Sun demonstrates how it has developed a network of strategically vital alliances centred on its core business DuPont explains how it has placed the bulk of its information technology operations into the hands of external specialists, with the goal of gaining synergy between its own experts and those of its outside providers Lotus explains the structure behind its alliance strategy Reuters reveals the advantage behind its virtual software team comprising experts from select consultancies that work on its business part-time, project by project Misumi shows how its organisational structure--which contains few functional positions and is composed almost entirely of teams that disband upon project completion--has worked to its advantage Skandia describes how it measures its intellectual capital
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