1. Structured Networks.
2. The Fit Drivers and Tests.
3. The Good Design Principles and Tests.
4. Simple and Complex Structures.
5. A Taxonomy of Unit Roles.
6. Parenting in Complex Structures.
7. An Overview of the Design Process.
8. Using the Tests.
9. The Design Process in Detail.
10. Twenty-first Century Organizations.
Michael Goold and Andrew Campbell are directors of the Ashridge
Strategic Management Centre in London and are acknowledged as
leading thinkers on issues of corporate strategy and
organization.
The Centre conducts research on large divisionalized companies. It
is part of the Ashridge Trust, one of the world's top schools for
executive education and development. Prior to establishing the
Centre in 1987, both authors were Fellows at the Centre for
Business Strategy at London Business School. They have written
numerous books together including Strategies and Styles, Corporate
Level Strategy and Synergy
Educated at Oxford and Stanford, Michael has extensive consulting
as well as academic experience. He worked for a number of years
with the Boston Consulting Group, becoming Vice President in
1979.
A Baker Scholar and Harkness Fellow from Harvard Business School,
Andrew is currently a visiting professor at City University
Business School. Previously he was a consultant with McKinsey and
Company.
"A few minutes spent thinking about one's own company, using the
Goold and Campbell principles, can be very illuminating. At its
best, it will lead to real insights about how to reorganise the
company. And at the very worst, you can have hours of fun applying
the redundant hierarchy test to your colleagues." (Financial Times,
9 May 2002)
"...There are several ways to rebuild the country manager's role,
as Michael Goold, of Britain's Ashridge Strategic Management
Centre, argues in a new book...the main thing is to define the
scope of the job clearly..." (Economist, 10 May 2002)
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