Post on 04-Jan-2016
BMA533: Structural Leadership (Class # 5)
Fall, 2005
Tonight’s agenda
Structural Frame: Introduction Citibank & Dyno
A Structural View Metaphor: complex
machine Leader: analyst,
architect Strategy: do your
homework, analyze, design new approach, implement
Focus: data, logic, structure, plans, policies,
One side of structure: Letterman at GE
Another side of structure: Joe Clark in his first day in a new job
A Structural View Metaphor: complex
machine Leader: analyst,
architect Strategy: do your
homework, analyze, design new approach, implement
Focus: data, logic, structure, plans, policies,
Alfred P. Sloan at General Motors Appointed CEO 1923 In first year, GM’s
share dropped from 20 to 17%; Ford’s increased to 55%
GM passed Ford 5 years later
Structure Sloan inherited: feudal baronies
One option: functional organization
B.C. Ministry of Management Services
Alfred P. Sloan at General Motors Appointed CEO 1923 In first year, GM’s share
dropped from 20 to 17%; Ford’s increased to 55%
GM passed Ford 5 years later
Structure Sloan inherited: feudal barony
One option: functional organization
Structure he built: product divisions with strong central staff
Options for dividing the work:
Options for dividing the work:
Integration: pulling it together
Formal vs. informal Vertical
Authority Policies, procedures, rules Systems (accounting, I.T.,etc.) Incentives
Lateral Committees, teams, task forces Coordinating roles Networking
Why cases?
Virtual tour: learn from immersion in different issues and contexts
Application of theory to practice Diagnostic skills: increase ability to
size up situations and develop strategies
Test your ideas against others’ ideas
Citibank
Overall, what grade would you give Reed and White for their change effort at Citibank?
Why? What, if anything, should they
have done differently?
Citibank and Dyno Software
Citibank and Dyno both emphasize structure and metrics. Are they getting similar results?
Why or why not?