While technology and geopolitical forces change the face of business today, the patterns and challenges of organizing humans to work together across organization, culture, language and time zone boundaries remain. To face these challenges, all organizations need to be agile, networked and scalable. Networked, Scaled, and Agile reveals how to shape organizations that will enable people to make faster and better decisions in a more complex world. By outlining the tension between the need for agility/differentiation and scale/integration, the book offers a new way to think about this debate using the models of the Tower (vertical integration) and the Square (horizontal integration). It addresses the role of the leadership team and how the organization design process can build C-suite leaders and successors. Each chapter concludes with a series of reflection questions for leaders as well as a summary of key concepts and tips. Including case studies from global organizations, Networked, Scaled, and Agile reveals how organization design can address three of the biggest business challenges organizations face today: how to build a new capability across the entire enterprise; how to make the entire organization more customer-centric; and how to allow for faster innovation.

While technology and geopolitical forces change the face of business today, the patterns and challenges of organizing humans to work together across organization, culture, language and time zone boundaries remain. To face these challenges, all organizations need to be agile, networked and scalable. Networked, Scaled, and Agile reveals how to shape organizations that will enable people to make faster and better decisions in a more complex world. By outlining the tension between the need for agility/differentiation and scale/integration, the book offers a new way to think about this debate using the models of the Tower (vertical integration) and the Square (horizontal integration). It addresses the role of the leadership team and how the organization design process can build C-suite leaders and successors. Each chapter concludes with a series of reflection questions for leaders as well as a summary of key concepts and tips. Including case studies from global organizations, Networked, Scaled, and Agile reveals how organization design can address three of the biggest business challenges organizations face today: how to build a new capability across the entire enterprise; how to make the entire organization more customer-centric; and how to allow for faster innovation.

On July 9, 1883, twenty men stormed the jail in Morehouse Parish, Louisiana, kidnapped Henderson Lee, a black man charged with larceny, and hanged him. Events like this occurred thousands of times across the American South in the late nineteenth and early twentieth centuries, yet we know scarcely more about any of these other victims than we do about Henderson Lee. Drawing on new sources to provide the most comprehensive portrait of the men and women lynched in the American South, Amy Bailey and Stewart Tolnay's revealing profiles and careful analysis begin to restore the identities of--and lend dignity to--hundreds of lynching victims about whom we have known little more than their names and alleged offenses. Comparing victims' characteristics to those of African American men who were not lynched, Bailey and Tolnay identify the factors that made them more vulnerable to being targeted by mobs, including how old they were; what work they did; their marital status, place of birth, and literacy; and whether they lived in the margins of their communities or possessed higher social status. Assessing these factors in the context of current scholarship on mob violence and reports on the little-studied women and white men who were murdered in similar circumstances, this monumental work brings unprecedented clarity to our understanding of lynching and its victims.

Which business structures are best suited to the unpredictable 21st century? How can a company, division, or department reconfigure itself with minimum disruption and maximum impact? Every executive grapples with problems of restructuring--and most need hands-on guidance to solve them. This eye-opening book shows business leaders at all levels how to examine their choices by leading them systematically through these fundamental questions:

* Should we restructure to meet our strategic goals?

* What are the best structural options to achieve our success?

* What lateral processes are necessary to support the new structure?

* How do we staff the restructured organization to optimize results?

Based on Galbraith's world-renowned approach, this guide includes examples and worksheets that pilot readers through the essential steps of organizational design.