将组织的重新设计从规划变为现实(英文版)Taking organizational redesigns from plan to practice麦肯锡.pdfVIP

McKinsey Global Survey results: Taking organizational redesign from plan to practice When companies reorganize, few get all the benefits they want in the planned time. Executives at organizations that succeeded point to some key tactics for implementation. Organizations often redesign themselves to unlock latent value. They typically pay a great deal of attention to the form of the new design, but in our experience, much less to actually making the plan happen—even though only a successfully implemented redesign generates value. A recent McKinsey survey examines the reasons executives cite for successful and unsuccessful implementations, and in doing so, offers one set of explanations for why organizational transformations so rarely succeed.1 This survey asked why organizations redesigned, what challenges they faced, what tactics they used for implementation, and how the redesign and its delivery affected employee morale and shareholder value. Though a majority of respondents at publicly traded companies say their redesigns increased shareholder value, only a very small group of respondents—8 percent of those who have 1 been through a redesign—say their efforts added value, were completed on time, and fully met The online survey was in the field from November 9 to November their business objectives. Executives at these organizations are much likelier than others 19, 2010, and received responses