BMA533: Structural Leadership (Class # 5) Fall, 2005.
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Transcript of BMA533: Structural Leadership (Class # 5) Fall, 2005.
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BMA533: Structural Leadership (Class # 5)
Fall, 2005
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Tonight’s agenda
Structural Frame: Introduction Citibank & Dyno
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A Structural View Metaphor: complex
machine Leader: analyst,
architect Strategy: do your
homework, analyze, design new approach, implement
Focus: data, logic, structure, plans, policies,
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One side of structure: Letterman at GE
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Another side of structure: Joe Clark in his first day in a new job
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A Structural View Metaphor: complex
machine Leader: analyst,
architect Strategy: do your
homework, analyze, design new approach, implement
Focus: data, logic, structure, plans, policies,
![Page 9: BMA533: Structural Leadership (Class # 5) Fall, 2005.](https://reader035.fdocuments.in/reader035/viewer/2022062422/56649f225503460f94c3a005/html5/thumbnails/9.jpg)
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
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B.C. Ministry of Management Services
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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
![Page 12: BMA533: Structural Leadership (Class # 5) Fall, 2005.](https://reader035.fdocuments.in/reader035/viewer/2022062422/56649f225503460f94c3a005/html5/thumbnails/12.jpg)
Options for dividing the work:
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Options for dividing the work:
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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
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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
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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?
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Citibank and Dyno Software
Citibank and Dyno both emphasize structure and metrics. Are they getting similar results?
Why or why not?