In Depth—Beyond the Basics, Beneath the Surface The In Depth series goes beyond the basics and dives beneath the surface of a technology to provide a detailed, thorough, and comprehensive look at a topic. You can rely upon the In Depth series to provide breakthrough techniques and shortcuts and practical, real-world examples that you can apply every day. Conrad Carlberg's Microsoft Excel Analytics Series Conrad Carlberg, a nationally recognized expert on quantitative analysis and data analysis applications, shows you how to use Excel to perform a wide variety of analyses to solve real-world business problems.
Consider Tesla, a digital native that has been among the top ten companies on the last three BCG lists of the most innovative companies and that ranked number six in Tesla looks nothing like other auto OEMs.
Its structure, rather than being functionally divided and hierarchical, is organized around small, agile-empowered teams that comprise a program executive who ensures cross-product integration; a product owner who is responsible for architectural definition, customer success criteria, and feature resource needs; feature developers; and end-to-end quality engineers.
Each team works on one integrated project plan at a time with a clear owner. The project leader has the authority to set cross-functional resource levels.
The teams themselves are organized to reduce coordination complexity, and they are accountable to a program, not a function. Customers are involved in testing and improving products; their feedback influences feature changes and priorities.
Incentives are designed to motivate cross-functional interaction. With no legacy structures to constrain it, Tesla organized itself for innovation.
The question for traditional companies in all sectors is how to transform their organizations in order to achieve the speed, agility, and success of native digital innovators. Digital Organization Design Principles Digital innovations take many forms—new products and services, more efficient and high-impact operations and processes, even radically different business models, as we explore in related articles.
New products designed for customer journeys in financial services, for example, are meaningless if a company cannot engage customers and access data digitally. Features for connected cars will not operate without a connected organization to make them function. Digital innovation and digital organizations are codependent and intertwined.
Digital organizations are built on a set of design principles.
They focus all aspects of the business on customer needs and wishes. They adhere to short response and implementation times in both decision making and resource allocation.
When something works, they scale up fast. Lean, Simple, and Standard. They aspire to have standardized structures, units, and processes as well as clear roles and responsibilities.
Simplicity is a central consideration in decision making. Focused on Operational Excellence. Digital organizations champion efficiency, lean techniques, competitive cost structures, and continuous improvement. They maintain a high degree of organizational discipline.
They empower managers to take action; they monitor performance and hold managers accountable; and they focus on a small number of simple and clear KPIs. Their teams purposefully combine all relevant types of expertise, both digital and business-specific.
Digital organizations avoid functional silos so that ideas, expertise, and data can be easily shared and acted on. Yet, in our work with clients, we are beginning to see a common pathway to maturity emerge. Initially, many companies are digitally opportunistic, experimenting with digital initiatives.
Typically, they do so at the business unit level because these units are closest to customers and are often the first to feel the need for digital marketing and engagement, e-commerce, and the like. But the efforts typically are fragmented, lacking in resources, and conducted without an end-to-end corporate view of how the company should harness digital technologies.
When companies realize that digital needs to be integral, if not central, to their strategy, they start to centralize digital development and execution to heighten focus, create scale, and incubate talent and capabilities.
Often they appoint a leader, a chief digital officer CDOfor example, to drive the digital agenda.Key Elements of Classroom Management.
by Joyce McLeod, Jan Fisher and Ginny Hoover. Table of Contents. Chapter 2. Managing Instructional Time. Until we . An educational public service helping learners succeed since over million visitors in 39 languages in Chapter 14 - Managing human resources within extension. K. Vijayaragavan and Y.
P. Singh. K. Vijayaragavan.
is a Senior Scientist in the Division of Agricultural Extension at the Indian Agricultural Research Institute, New Delhi, India.. Y. P.
Singh is a Professor in the Division of Agricultural Extension at the Indian Agricultural Research Institute, .
PART 3 | Organ IzIng DEfining ORgAnizATiOnAL STRUCTURE No other topic in management has undergone as much change in the past few years as that of organizing and organizational structure.
[Rev. 6/2/ PM] CHAPTER 86 - LIMITED-LIABILITY COMPANIES.
GENERAL PROVISIONS. NRS Definitions.. NRS “Articles” and “articles of organization” defined.. NRS “Bankrupt” defined.. NRS “Foreign limited-liability company” defined. See Chapter attheheels.com for additional guidance on the mentoring and data management plan requirements for collaborative proposals.
NSF will combine the proposal submission for printing or electronic viewing. To submit the collaborative proposal, the following process must be completed: 29 (i) Each non-lead organization must assign their proposal a proposal PIN.