The Organization Game: An Interactive Business Game Where You Make or Break the Company Book

Acknowledgments
Bibliography
Preface
Ch. 1 The Current Situation 1
Ch. 2 Building a Classic Innovative Organization 17
Ch. 3 Moving Toward a Mass Market Organization 23
Ch. 4 Adopting a Horizontal Organization 29
Ch. 5 Sticking with the Innovative Organization 33
Ch. 6 Dividing Administrative Activities from the Operating Core 39
Ch. 7 Separating Product Development from All Other Operations 43
Ch. 8 Increasing Ad Hocracy Throughout the Organization 47
Ch. 9 Sticking It Out as CEO 51
Ch. 10 Stepping Down as CEO 53
Ch. 11 Hiring a Consultant 57
Ch. 12 Terminating Your Consulting Relationship with Organizational Dynamics 61
Ch. 13 Redirecting Your Consulting Relationship with Organizational Dynamics 63
Ch. 14 Developing a Synthesis of Best Practices 65
Ch. 15 Emphasizing GE-Style Workouts 73
Ch. 16 Enshrining 3M's Autonomy 77
Ch. 17 Infusing CNN's Energy 81
Ch. 18 Emulating Merck's R&D Commitment 87
Ch. 19 Centering on WalMart's Superior Service 91
Ch. 20 Highlighting McKinsey's On-the-Job Training 95
Ch. 21 Leading the Market in Technology 99
Ch. 22 Maintaining a High-Energy Reactor Posture 103
Ch. 23 Leading and Following the Market 107
Ch. 24 Making a Statement with Your Retirement 109
Ch. 25 Staying Aboard for Five More Years 113
Ch. 26 Imbuing the Culture with Empowerment and Accountability 115
Ch. 27 Stressing Accountability First and Foremost 119
Ch. 28 Putting Empowerment First 125
Ch. 29 Stressing the Victim Cycle 129
Ch. 30 Emphasizing the Steps to Accountability 135
Ch. 31 Focusing on Accountability and Victimization Simultaneously 139
Ch. 32 Starting with the Senior Team141
Ch. 33 Launching a Companywide Roll-out 147
Ch. 34 Moving Middle Management Above the Line 153
Ch. 35 Customizing Individualized Accountability Programs 157
Ch. 36 Installing an Integrated Accountability Program 159
Ch. 37 Hiring an Outside Consultant 163
Ch. 38 Pursuing a Work Team Approach 167
Ch. 39 Stressing the Performance Challenge 175
Ch. 40 Eliminating Pseudo Teams 181
Ch. 41 Teaching Team Basics 185
Ch. 42 Developing a Strong Team at the Top 187
Ch. 43 Changing the Role of Top Management 189
Ch. 44 Focusing on Team Building 195
Ch. 45 Continuing to Stress Team Performance 199
Ch. 46 Making Performance Challenges the Next Focal Point 205
Ch. 47 Developing Process Guidelines for CyTech's Teams 209
Ch. 48 Introducing a Program of Team Basics and Discipline 213
Ch. 49 Relying on Team Building and Cheerleading 219
Ch. 50 Reengineering Work Processes 223
Ch. 51 Developing a Complete Reengineering Strategy and Organization 229
Ch. 52 Redesigning Processes Throughout the Organization from the Bottom Up 233
Ch. 53 Getting Everyone in the Organization to Embrace the Concept of Reengineering 237
Ch. 54 Adopting a Small-Wins Strategy to Launch Reengineering 241
Ch. 55 Selecting a Few Key Processes for Reengineering 243
Ch. 56 Fixing Several Processes 247
Ch. 57 Reorganizing to Facilitate Reengineering 251
Ch. 58 Setting the Parameters for Reengineering 253
Ch. 59 Redesigning the Procurement-to-Shipment Process 257
Ch. 60 Redesigning the Concept-to-Prototype Process 263
Ch. 61 Redesigning Both the Procurement-to-Shipment and the Concept-to-Prototype Processes 269
Ch. 62 Embracing a Revolutionary New Perspective 275
Ch. 63 Creating Three Levels of Employees 287
Ch. 64 Basing the Organization on Individual Contracts 295
Ch. 65 Establishing Competence Centers and Business Processes 299
Ch. 66 Moving Every Employee into the Inner Core 303
Ch. 67 Maintaining the Three Groupings of People Indefinitely 307
Ch. 68 Backing Off by Disbanding the Inner Core 313
Ch. 69 Hiring Outside Legal, Human Resource and Management Experts 317
Ch. 70 Doing Nothing 321
Ch. 71 Continuing to Implement the Competence Centers and Business Processes 323
Ch. 72 Setting Aside Your Organizational Initiatives to Focus on the Price War Crisis 327
Ch. 73 Moving the Competence Centers Toward More Specialization 331
Ch. 74 Moving the Competence Centers Toward More Generalization