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featured
Spans, Layers and Other Blunt Instruments: Why Structural Changes Don’t Improve Execution
Companies often find themselves in this unproductive “organization transformation” loop with false hope that optimizing managerial span of controls (“spans”) and reducing organizational layers (“layers”) will improve execution. It won't.
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Mark Masson
Want measurable growth inside a year? Your client retention approach likely needs a makeover.
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Spans, Layers and Other Blunt Instruments: Why Structural Changes Don’t Improve Execution
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Data Rich, Decision Poor
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Organization
Case Study: Fast-Cycle Organization Design to Support Emerging Market Growth
The Finance function within a global technology company’s business unit located in India faced significant operational challenges.
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