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James Matheson

The Smart Organization: Creating Value Through Strategic R&D Gebundene Ausgabe – Illustriert, 1. Oktober 1997

Englisch Ausgabe von David Matheson (Autor)

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This text aims to help managers improve their research and development management and decision-making. It discusses best practices, as well as nine principles of smart R&D, and includes a section on testing how good an organization's R&D is.

Seitenzahl der Print-Ausgabe

304 Seiten
Sprache

Englisch
Herausgeber

Harvard Business Review Press
Erscheinungstermin

1. Oktober 1997
Abmessungen

16.51 x 3.81 x 24.13 cm
ISBN-10

087584765X
ISBN-13

978-0875847658
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Produktinformation

Herausgeber ‏ : ‎ Harvard Business Review Press; Illustrated Edition (1. Oktober 1997)
Sprache ‏ : ‎ Englisch
Gebundene Ausgabe ‏ : ‎ 304 Seiten
ISBN-10 ‏ : ‎ 087584765X
ISBN-13 ‏ : ‎ 978-0875847658
Abmessungen ‏ : ‎ 16.51 x 3.81 x 24.13 cm

Amazon Bestseller-Rang: Nr. 3,462,369 in Bücher (Siehe Top 100 in Bücher)
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- Nr. 10,602 in Strategisches Management (Bücher)

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Christopher Macrae

One of the best organising frameworks I've met

Rezension aus Deutschland vom 20. April 1998

The Strategic Decisions Group framework for smart organisation is informative. One reason for this is that the authors are reporting a practical benchmark study of R&D which appears to include every American corporate I've ever heard of. They do readers the great favour of synthesising this into a 9 principle framework for Smart Organisation. 3 principles for achieving purpose: -continual learning -value creation culture -creating alternatives 3 principles for mobilizing resources: -open inforamtion flow -disciplined decision making -alignment and empowerment 3 principles for understaning environment: -systems thinking -embracing uncertainty -outside-in strategic perspective What I especially like is that for each principle 5 How do you knows? are given scaling the difference between an organisation which hasn't got a clue about the principle (not smart) to one that lives it (smart org) For example these are the 5 how-you-knows of alignment & empowerment: 1 Examine the strategies at different levels (eg technology strategy to portfolio strategy to project startegy). In smart org: there are clear strategies at all levels taht provide useful guidance for decision making. Strategies at one level are clearly linked to the next. Lower level strategies interpret and carry out the implementation of higher-level strategies. In not-smart: few strategies or they provide little guidance for decision-making. They are viewed cynically as corporate PR. Links among strategies are absent, unclear or ambiguous 2 Examine the value measures used to evaluate decisions at different levels. In smart org: there are clear measures of value at all levels. Value measures at one strategic level are clearly linked through the strategy to measures at the next level. In non-smart: There may be no value measures. If there are, each level sets its own values or decision criteria, with no special requirement that they be related to values and strategies at other levels. 3 Examine the approvals required to make or carry out important decisions. In smart org: Decisions require few approvals because people understand the strategy and are trusted to carry it out. Meetings with upper management are viewed as adding value. In not-smart: Decisions require many levels of approval. Review meetings are perceived as wasting time. Often meetings with upper management are feared because it may redirect efforts and change priorities without clear reason. Upper management often feels overloaded with the need to check on subordinates. 4 Examine the roles of people involved in an important recent decision. In smart orgs: Many people participated in the decision process,at multiple levels in the organisation. A dialogue was carried out in the process that continually aligned and refined the vertical links. Management at different levels collaborated to build a high quality decision and achieved aligned commitment to action. In non-smart: Either few people participated in the decision or so many did that the process got bogged down. Typically, lower level employees make proposals to upper levels for approval or rejection 5 Examine a recent decision that was controversial. In smart org: People unified around the decisions aand carried it out with little intervention. They understood the reasons for the decision and believe the organisation is carrying out a sensible strategy for creating value. In non-smart: The decision did not stick and was undone or remade over and over again. 100+ of us are discussing frameworks like these in a free e-mail group : Organising Creativity Network. e-mail me, Chris Macrae, at wcbn007@easynet.co.uk if you are passionately interested.

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T. Noyes

Great book. If you liked the HBR article, you'll love this!

Rezension aus Deutschland vom 31. März 1999

Frequently organizations face the challange of what not to do. They tend to believe in the person presenting the idea, rather then creating a rigorous process for evaluating the options before them. Companies adopting best practices in managing their investment options realize substantial gains in their long term bottem line. This book quantifies this performance difference, and what the best practices are across a range of industries.
Why aren't organizations more rigorous in selecting projects? The book outlines several barriers which are extremely relevent:
· It will make a popular champion look bad,
· Organizational resistance to change, or cannibalization of an existing business for a new opportunity,
· We confuse the urgent with the important,
· Its hard to agree on measures and success criteria
· People are afraid of making the wrong prediction, so they don't make any,
· Its hard to normalize results from different contributors,
· Business plans are not integrated with new project activity,
· Power and politics, a methodical evaluation leaves no room for interpretation and "behind the scenes" trade offs between groups and individuals,
· Lack of strategy.
The best practices outlined in this book are backed by substantial research. I would have like to have seen a few additional chapters on application of best practices in real companies ... a case study of a turn around.

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Knarffy

Excellent book on Strategic Decision Science

Rezension aus Frankreich vom 3. Januar 2015

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Excellent book on Strategic Decision Science that fits the Stanford SDRM course. The methods discussed can be applied to a wide-range of real-life situations and thereby contribute to enhancing Decision Quality.
A classic must-read on this key topic.

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Brett T. Moore

Excellent

Rezension aus den Vereinigten Staaten vom 2. März 2014

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I have worked with this organisation and they are very good. David is able to guide,and challenge in a way that brings about transformation with people's thinking and approach to driving their buisnesses. This book does create value in your organsiation by following the techniques and principles as outliend by the Mathieson's. Worth reading several times.

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sidexcited

Good read, plenty of examples

Rezension aus den Vereinigten Staaten vom 29. Mai 2014

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The book is a good read and includes plenty of real-life examples. Provides a different perspective on strategy versus operations.

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