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The Changing role of top management (Part 1): beyond desiging strategy to shaping purpose

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Structure follows strategy. And systems support structure. There are few aphorisms that have penetrated as deeply into Western business thinking as these two. They have their roots in the 1920s when Alfred Sloan at General Motors and a few of his pioneering contemporaries discovered how the then emerging strategy of diversification was facilitated by the newly-developed divisional structure, and how that structure, in turn, could be supported by some tightly designed planning and control systems. Ever since, this strategy-structure-systems link has become an article of faith that is reflected in the design of MBA programs, reinforced in consultant reports, and reconfirmed in the actions and mindsets of practicing managers worldwide. Indeed, this strategy-structure-systems doctrine clearly dominates the role definition and task focus of the top management in most of today's largest companies

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en

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application/pdf

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http://flora.insead.edu/fichiersti_wp/inseadwp1994/94-26.pdf

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Copyright INSEAD. All rights reserved