Organising for advantage

How to design a mix of formal and informal factors to advance your company 's strategy.

Seabright had a new strategy. It was shifting from print-based books and magazines for professionals to global digital information products. Everyone agreed this was the right direction for the company. Yet the former CEO, despite making a major push for restructuring and change, hadn't gotten much traction or support. That failure had cost him his job.

Sometimes epiphanies come by email - or, in this case, three emails. It was Saturday at 5:17 am, and Joanna was already at her laptop. As the new CEO of the Seabright, just four months into the job, she had returned the night before from a "listening tour" of the company's operations. She hadn't slept well. A recognised turnaround expert, Joanna had been hired by a board looking for organizational change ... READ MORE

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Released by Booz & Co - Strategy + Business - 20 May 2013