LIBRARY OF READINGS
The concept and findings of the Org DNA Profiler® have attracted a great deal
of media attention, including segments on CNBC’s “Power Lunch” and
“ABC News This Morning” and a cover story in USAToday’s Money
section. Recently, Harvard Business Review’s list of “20 Breakthrough
Ideas for 2005” featured the concept of Organizational DNA as No. 2 under the
headline “Everyone into the Gene Pool.”
The Org DNA Profiler® is the distillation of years of experience and
research on how companies organize and perform, and gives visitors an easy shortcut
to finding more information about the organizational issues and remedies most relevant
to their particular situation. Some of the most recent books and articles written on the
subject of Org DNA are listed below:
Organizational DNA Concept and Research Results
Results—Keep what's good, fix what's wrong, and unlock great performance
An innovative, practical guide for managers at every level—from the CEO to the frontline supervisor. This book describes the seven types of Organizational DNA and how to optimize the performance of each. Each chapter features case studies based on primary interviews with companies that have successfully fixed what’s wrong and reaped significant results.Order the book
Harvard Business Review: The Passive-Aggressive Organization
It's a place where more energy is put into thwarting things than starting them, but in the nicest way. A startling percentage of companies, especially large, established ones, display the symptoms. (October 2005)
Harvard Management Update: How Resilient is Your Company?
Article published in the December 2005 issue of Harvard Management Update discussing the ten resilient traits. Please scroll down to pages 5-7 (the document includes a variety of articles.)
Organizational DNA Executive Summary
Provides a comprehensive overview of the Org DNA framework, including the four building blocks, the seven organizational types, and headline research results
Global Research Report
Reports findings from the 30,000 Org DNA Profiler® surveys, including country- and region-based comparisons, implications of organization type on profitability, and themes that appear in company-specific datasets.
The Four Bases of
Organizational DNA
Describes the four building blocks of Organizational DNA—decision rights, information, motivators, and structure—and how they can be realigned to improve organizational effectiveness
Culture Change for the Analytical Mind
Org DNA makes the sometimes "fuzzy" subject of corporate culture quantifiable and actionable, even for analytical types. From Strategic Finance, June, 2006 (www.strategicfinancemag.com, www.imanet.org)
Ivey Management Journal: Organizing to Execute: It's in the DNA
How the building blocks of Organizational DNA combine to determine how, and how well, a company executes its strategy
Innovation's Org DNA
Examines the influence of Organizational DNA on innovation performance and suggests ways to reengineer and optimize the “innovation organization”
The HBR List: Breakthrough Ideas for 2005
Harvard Business Review's annual survey of emerging management ideas identifies Organizational DNA as one of the breakthrough ideas for 2005
Order a copy of the report
Industry-, Function-, and Country-Specific Articles
Consumer Packaged Goods
“Engineering Your Organization’s ‘DNA’ for Growth,” Consumer Goods Technology, May 13, 2004
The Matrix Reloaded: The Multi-Axis Organization as Key to Competitive Advantage, Booz & Company, December, 2006
Electric Utilities, Oil and Gas
“Test Your Company’s DNA,”Electric Perspectives, March/April 2005
“Organizational DNA Determines the Differences between the Oil companies,”Scandinavian Oil and Gas , November/December 2003
Equipment Manufacturing
The Cat That Came Back, strategy+business, August 2005
Health Care
“Know Your Company’s ‘DNA’,”Best’s Review, July 2004
“A WHCC Report: Diagnosing the Health of the Health Sector,” April 2006
Information Technology
“Getting IT Right: An Approach to Managing IT Complexity,” Booz & Company, September 2003
“Kiss and Make Up: Industrial Manufacturers Need to Patch Up Relationships with Their IT Organizations,” Booz & Company, May 2007
“IT in the Middle East: The CEO Agenda,” Booz & Company, 2003
Retail Industry
“Building Blocks of Execution—Larger Chains Fight Flaws In The Corporate Fabric,” Chain Store Age, February 2006
Not-for-Profit/ Associations
“The Just-In-Time Organization ”Association Now , January 2006
Service Providers
“Managing
Customization Complexity in Service Organizations,” Booz & Company, 2003
Telecommunications/Service Providers
“DNA of Service Providers—Organizations That Adapt Are Poised to Succeed,”America’s Network, April 13, 2004
Transportation
“Unleashing the Performance Gene at L.A.'s Metro,”Passenger Transport , February 12, 2007
Finance
The New CFO Role: It’s in the DNA, Financial Executive, July/August 2004
Human Resources
The Performance Gene: Unleashing the Human Element of Org DNA , Booz & Company , March 2007
Marketing
“The DNA of Marketing”, Association of National Advertisers and Booz & Company, December 2005
“Is Your Firm Dysfunctional? Take an Online Test to Find Out,” AdAge.com, April 26, 2004
China (in English)
“The
Chinese Economic Miracle,”Booz & Company, May 2005
China (in Chinese)
“HBR China
Org DNA Survey,”Booz & Company and HBR China, January
2005
Japan (in Japanese)
“Global comparison on Organization DNA”, Nikkei bizTech, no.006, P-P 136-143. Appeared with approval of Nikkei BP as of June 29, 2005
Switzerland (in German)
“Mut zur Unordnung,”Bilanz, December/January 2005
Organizational DNA: Fixing the Flaws
Trimming Organizational Costs, Financial Executive, August 2007
Discusses how to sustain cost reduction by addressing the four bases of organizational design
Headquarters: Irrelevant or Irreplaceable?
Examines the appropriate roles for corporate headquarters to be most effective in an organization
When Everyone
Agrees, But Nothing Changes
Explores how to align people, incentives, and knowledge to overcome organizational inertia
Shining the Light
on Shadow Staff: Understanding and Minimizing Hidden Staff Costs
Shows how and why organizations develop extra “shadow staff,” and recommends how to eliminate redundant activities once and for all
Management Spans
and Layers: Streamlining the Out-of-Shape Organization
Targets the common phenomenon of excessive middle-management layers and narrow spans of control with remedies that look beyond simple headcount reductions
Process Ownership:
The Overlooked Driver of Sustained BPR Success
Emphasizes the importance of process ownership in business process reengineering (BPR) efforts
Attacking Overhead
Costs from Both Sides: Optimizing the Supply and Demand for G&A Services
Describes how successful companies take a broader approach to cost reduction, one that includes not only supply-side cost restructuring but also demand-side optimization
Optimizing Internal
Demand: Third Generation Service Delivery
Discusses how effective demand management strategies can unleash next-generation savings in internal service delivery
Driving Demand Management
for Internal Services: The Role of Behavior-changing Pricing in Managing
Demand
Explains how more accurate and transparent pricing of internal services can help business unit managers make tough but necessary trade-offs in the nature, volume, and quality levels of the services that they consume
The View From
the Top: Rethinking the Roles of Senior Management
Describes the need for more formal and engineered senior management systems, processes, and roles to keep diverse global operations running smoothly and on the right path
A New Take on Business
Process Redesign: The Customer Perspective Prevails
Examines a new approach to business process redesign that 1) differentiates processes based on customer profitability and cost to serve; 2) occurs within the context of an overall organizational change; and 3) is built on sustainable behavior change
Business Process Outsourcing
& Offshoring
Explains first how to determine if it makes economic sense to offshore business processes and then how to do it efficiently and effectively
An Overall Approach
to Change Management
Argues that powerful imagery and human emotion—not hard data or an edict from above—are the drivers of successful, pervasive, and enduring organizational change
Ten Guiding Principles
of Change Management
Offers ten major change management lessons that can help executives understand what to expect and how to engage the entire organization in the change process
The Gridiron Metamorphosis:
The Changing Role of the CEO and Top Team in Driving Transformational
Change
Examines the changing role of the CEO and top team as they “coach” the organization through three phases of strategy-based transformation
Measuring and Analyzing
Corporate Values During Major Transformations
Explains how successful organizations align corporate values with strategic goals during periods of major transformation
Achieving the Full
Value of Large Scale Programs
Describes how organizations avoid the pitfalls and ensure the success of large scale programs by focusing on ten key success factors
Press Releases
Booz & Company Press Release: “Employees often view their companies as ‘Passive-Aggressive’ or ‘Overmanaged,’ according to new survey tool from Booz & Company” (December 15, 2003)
Booz & Company Press Release: “Most organizations are unable to turn critical decisions into action, according to new global survey by Booz & Company.” (November 1, 2005)
For more readings visit www.booz.com
