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      "text": "If an organization's structure can be thought of as its skeleton, then roles and collaboration make up its nervous system.",
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      "text": "all functions reflect business priorities. For example, if the transformation requires a shift from product-driven innovation to client-driven development, the organization may operate more smoothly and sustain the shift longer if it moves from a focus on product P&Ls to an emphasis on customer segments. Whatever structure is chosen, it is essential that companies optimize individual managers’ spans of control to limit redundancy, increase efficiency, and direct managers’ focus to the right priorities—ever more crucial in a transformation environment in which resources and time are limited.",
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      "text": "If an organization’s structure can be thought of as its skeleton, then roles and collaboration make up its nervous system: Clarified roles and mechanisms for collaboration and effective decision making, in turn, support accountability, which is essential to avoid ambiguity about responsibilities and direction. Collaboration also provides the connections that allow different parts of an organization to work together effectively; forums, councils, and cross-functional teams are reliable mechanisms for fostering this collaboration. These connections are particularly important in transformational programs that require extensive collaboration to meet their goals.",
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      "text": "Build critical capabilities. Companies are increasingly embarking on transformations that rewire the way they operate—including new business models, digitization, and fundamental changes to the roles of business units and functions. As a result, companies invariably need to build new capabilities. Knowing how to identify and develop these capabilities in any given transformation is pivotal to success.",
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      "text": "Strong organization design also requires careful attention to how decisions get made. Effective and swift decision making can be a challenge, as there are no clear standards that apply equally across all business groups or in all circumstances.",
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      "text": "Experience shows us, however, that effective decision making always has a few common elements: clear decision-making criteria, a sufficient number of people to make the decision with unambiguous decision rights, and an ongoing decision-making forum, coupled with a clearly defined mechanism for accelerating the most urgent decisions. Getting decision making right can unlock the power and necessary speed of a transformational effort.",
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