V Sense of urgency will have to be kept high at all

the times. If the rate of external change is high

then the sense of urgency of the winning
organisation has to be consistently medium to
high.
V High sense of urgency does not mean ever
present panic, anxiety or fear. It means absence
of complacency and looking for problems and
opportunities.
V This would require improved performance
information systems, greater communication
and dealing honestly with feedback.
V In slow moving world an organization needs a good
executive in charge.
V In moderately paced environment, teamwork is
necessary.
V In a fast moving world, teamwork is enormously
helpful all the times.
d {ven talented individuals wonǯt have time or expertise to
absorb rapidly shifting competitor, customer and
technological information.
d In future, succession would be a process of picking at least
the core of a team. This will help build the coalition needed
to handle change
d People with egos and snakes will also be eliminated from
promotion lists no matter how smart, clever hardworking
they are.
V The hearts and minds of all members of the workforce are
needed to cope with the fast shifting realities of the business
climate. Without sufficient empowerment, critical
information sits unused in workerǯs mind and energy to
implement change lies dormant.
V Facilitating factors in this regard include flatter hierarchies,
less bureaucracy and greater willingness to take risks. Senior
managers should focus on leadership and delegate most
managerial responsibilities to lower levels.
V Best performing firms have executives who spend most of
their time leading, not managing, and employees who are
empowered with the authority to manage their work groups.
V This means that employees must receive sufficient
management training and be supported with appropriate
system
V ×ll Organizations have unneeded internal
interconnections between people and groups.
V In 21st century, a volatile business environment will
force more organizations to coordinate their subunits
quickly and inexpensively.
V Interdependencies that add no value will be less
tolerable.
V {ffective organisations in the next century will
reexamine linkages on a more regular basis and
eliminate unwanted ones.
V Linkages provide power to some people who are then
reluctant to give it up. Linkages thus become habits.
 @



@

 


 
 

xBureaucratic xNon bureaucratic with fewer

xMultileveled
xOrganized with the expectation
that senior management will
manage
xCharacterized by policies and
procedures that create many
complicated internal
interdependencies
rules
xLimited to fewer levels
xOrganized with the expectation
that management will lead, lower
level employees will manage
xCharacterized by policies and
procedures that produce the
minimal interdependencies
needed to serve customers
 @



@

 







ëepend on few performance
information systems
ëistribute performance data to
executives only
ëOffer management training and
support systems to senior people
only
ëepend on many performance
information systems
ëistribute performance data
widely
ëOffer management training and
support systems to many people




Inwardly focused {xternally oriented
Centralized {mpowering
Slow to make decisions Quick to make decisions
Political Open and candid
Risk averse More risk tolerant