BMA5557: The Structural Frame

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BMA5557 The Structural Frame
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Agenda

• Introduction structure and structural leadership
  
• Andersen Consulting

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Where weve been

• Reframing seeing things from multiple
  perspectives
• Espoused theory vs. theory-in-use
• Advocacy and inquiry
• Ladder of inference

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What is a frame?

• Mental map to read and negotiate a territory
• The better the map, the easier it is to know
  where you are and get around (a map of New York
  wont help in San Francisco)
• Frame as window enables you to see some things,
  but not others
• Frame as tool effectiveness depends on choosing
  the right tool and knowing how to use it

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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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Structural Basics

• Theres something lost and something gained with
  every structural option
• A structure keeps doing what its designed to do
  (even if its not what you want)
• Structures fail in face of challenges theyre not
  designed for
• Core issues
• Differentiation How do we divide up the work?
• Integration how do we coordinate once the work
  is divided up?
• Information how do we get information, make
  sense of it, and get it to where we need it?
• Incentives how do we reward what we want?
  hoping for B?

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Options for dividing the work
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Options for dividing the work
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Alfred P. Sloan at General Motors

• Appointed CEO 1923
• In first year, GMs share dropped from 20 to 17
  Fords increased to 55
• GM passed Ford 5 years later
• Structure Sloan inherited feudal baronies
• One option functional organization

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Andersen Consulting

• Is Ellis right in believing that AC-EMEAIs
  current structure is untenable long-term? Why or
  why not?
• What are the most important strengths and
  weaknesses of the existing structure?
• Regional structure? More autonomy for each
  country? Organize by industry?
• What should Ellis do now?