麦肯锡经典文献.pdf

Structure_Reader v2 5/9/02 11:38 AM Page 1
THE
McKinseyQuarterly
Strategy = structure
A McKinsey Quarterly Reader
MAY 2002
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TABLE OF CONTENTS
Introduction 3
The alchemy of LBOs 4
Paul A. Butler
The McKinsey Quarterly, 2001 Number 2
How can investment bankers achieve better results at chemicals
companies than engineers and chemists do? No, it isn’t black magic.
The anization: Why new ventures need more
than a room of their own 16
Jonathan D. Day, Paul Y. Mang, Ansgar Richter, and John Roberts
The McKinsey Quarterly, 2001 Number 2
Companies can grow quickly without sacrificing performance disci-
pline. The trick is to balance partitioning and integration.
Teamwork at the top 28
Erika Herb, Keith Leslie, and Colin Price
The McKinsey Quarterly, 2001 Number 2
When the top team isn’t working well, the pany suffers.
How can top teams fix themselves?
Further Reading 40
McKinsey is a registered trademark and The McKinsey Quarterly is a trademark of McKinsey
& Company. Copyright © 2002 McKinsey & Company. All rights reserved. The McKinsey Quarterly
has been published since 1964 by McKinsey & Company, 55 East 52nd Street, New York, New York
10022.
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INTRODUCTION 3
Introduction
panies used to follow a simple rule anizational design:
“structure follows strategy.” With this approach, executives would first set
their strategy and then define anizational model that best supported
it. These days, however, panies rarely have the luxury of following
stable, long-lived strategies—and panies’ organizational structures
must now be as supple and adaptable as the strategies they reflect.
As Sir John Browne, of British Petroleum, puts it, “Our strategy is a-
nization.” In this model, organizational design, the quality of interactions
within teams, and the distribution of energy in pany may be far more
important determinants of es