According to routine ideas, since the strategy is set, it should immediately enter the "implementation phase", and the faster it is, the better. This seems that the correct decision may hide the crisis. In China, many times the strategy cannot be successfully implemented, and it is not enough to consider the link between strategy and execution. Liu Chuanzhi, chairman of Lenovo Group, has summed up three sentences: "Ding Strategy, take a team, play the market." Obviously, Liu Chuanzhi deliberately emphasizes a link between strategy and execution: a team.
The so-called team is actually building an organizational structure, this step is not less. As the joint link between strategies and execution, the reasonable or not of the organizational structure will directly affect the implementation of the strategy. It is also because considering the importance of organizational structures in strategic and implementation, we position this topic on the organizational structure. The variable array originated from the popular organizational structure in the eyes of customers. There are six types of tissue structures, functional organizational structures, straight-line-functional structures, business units, organizational structures, decentralized organizational structures, matrix tissues. In these 6 organizational structures, the matrix structure has been used in more and more companies in China in recent years, making a hot spot. In the past years, there is a so-called potential revolution in the introduction and development of the new organization structure. Managers have begun to recognize that organizations must be energetic, that is, the organization must have the ability to adapt to fast recombination requirements. Matrix organizations are undoubtedly this vibrant organization. The earliest practice of matrix structure is ABB's predecessor ASEA, a Swedish company. In 1979, Banvik was asked as the general manager of ASEA, and the company's organizational structure was reforms. First, he flatten the company and reorganizes the company as a global matrix organization when expanding international business. The success of ABB is the strategic and implementation of its global matrix structure. This organizational structure can make the company reduce costs because of increasing efficiency, and also respond to customers due to better innovation, but it has differentiated feature. In addition to the height flexibility, this organizational structure can be exposed to a large number of information about the localities. It provides a number of opportunities to communicate across the global supervisor, helping the company's norms and value transfer, and thus promotes the construction of global corporate culture. With the modern enterprise management requires enterprises to manage from the pyramid mode to the flat mode, the matrix management structure is gradually growing. In fact, many large multinational companies in the United States have been adjusted in the organizational structure in the past 50 years, from the highly effective set of functional organizational structures to the power deputy system decentralized, re-establish strategic commercial institutions (SBU) Recovery of certain powers of the product division, eventually established a matrix organizational structure in combination with the product universal sector (Dafa) and regional universities. General Electric has completed the institutional reform of Panasonic Reserved today, established a strategic business department with core products or key areas, and the company's headquarters according to the product's competitiveness and the company's development of certain regions. Focus constantly adjust the structure. Source: Hui Cong Business Network
