my 2012 eodf presentation
DESCRIPTION
Slides from my presentation at the EODF conference 2012 in VeveyTRANSCRIPT
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Separation versus
integration in
organization design Nicolay Worren European Organisation Design Forum conference, Vevey,
Switzerland, May 10-11, 2012
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The dilemma
Integration Separation
Vs.
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Three arguments for separation
1. 2. 3.
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The governance perspective
Nestlé Corporate Governance Report
Separation of responsibilities
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Underlying principle
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Universal?
“Let the wolf take care of the sheep”
“Let the fox guard the hen house”
“Let the dingo take care of the kids”
“Letting the ram take care of the bag of oats”.
“Giving the keys to the thief”
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Three arguments for separation
1. Avoid conflict of interest
2. 3.
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Three arguments for separation
1. Avoid conflict of interest
2. 3.
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Integration leads to coordination... which leads to coordination costs.
0
5
10
15
20
25
30
35
2003 2004 2005 2006
Time in meetings
1982
1960
Corporate e-mail traffic
(billions of messages per year)
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When there’s no role separation, everybody needs to coordinate with
everybody 1 2 3 4 5 6 7 8 9 10
Advisor 1 (responsible for employee survey and
division 1) 1
x x x x x x x x
Advisor 2 (responsible for performance mngt
and division 2) 2
x x x x x x x
Advisor 3 (responsible for leadership
development and division 3) 3
x x x x x x x
Advisor 4 (responsible for competence
management and division 4) 4
x x x x x x x x
Advisor 5 (responsible for succession planning
and division 5) 5
x x x x x x x
Advisor 6 (works on performance mngt,
responsible for division 6) 6
x x x x x x x
Advisor7 (works on leadership development,
responsible for division 7) 7
x x x x x x x
Advisor 8 (works on employee survey,
responsible for division 8) 8
x x x x x x
Advisor 9 (works on employee survey) 9
x
Advisor 10 (works on competence
management) 10x
Source: Worren (2012)
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Three arguments for separation
1. Avoid conflict of interest
2. Minimize coordination cost
3.
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Three arguments for separation
1. Avoid conflict of interest
2. Minimize coordination cost
3.
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Three arguments for separation
1. Avoid conflict of interest
2. Minimize coordination cost
3.
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Pursuing different goals in same vs different unit
Q: What's the best way to organize for innovation?
Option 1 Option 2 Option 3
90% succeeded
Source: O’Reilly, C. A. & Tushman, M. L. (2004)
Structurally independent Cross-functional team
New business
Existing business
Manager
New business
Mfg
Manager
Sales R&D
25% succeeded
Functional structure
Mfg
Manager
Sales R&D
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Nestlé does it
“The corporate team set up a
separate unit, fully owned by
Nestlé, but completely independent
from the main organization”
Informant in case study of innovation in Nestlé by Raisch & Tushman (2011)
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Three arguments for separation
1. Avoid conflict of interest
2. Minimize coordination cost
3. Avoid goal conflicts
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Resources
http://www.amazon.co.uk
Book Article Blog: www.organizationdesign.net