> Date: Tue, 5 Sep 1995 21:53:02 -0400
> From: pdb@access.mountain.net (Paul Bednar)
>
> My company has just completed a restructuring. In the new structure, the
> strategic director position, which was previously held by one person who
> coordinated company wide improvement/reengineering programs and projects,
> has now been fragmented into two completely different facets of the
> company. Currently, each facet has its own 'strategic director' and no
> one is responsible for seeing the 'big picture.' I'm concerned that each
> facet will try to optimize their respective areas at the expense of
> suboptimizing the entire company. Is this an accurate assessment?
>
> I'm interested in reading any literature about this and hearing any
> comments.
>
I would say yes and not! Yes, if the company has not made any
provisions to reach the integration of the two sides. Not, if it has.
For instance, if the company's new structure has a mechanism by which the
two sides are required to coordinate and integrate their actions, and to
present a unified "output," then territoriality may not happen. In fact
your company may need to make sure that these two individuals' rewards,
etc., be tied to this unified output. I am simplifing gthings here. But
it is the system in place the one to determine if your concers are valid.
For what you are telling us, it does seem that your company has even
thought of dysfunctional competition between the two groups...
Ivan,
--
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