The last few decades have seen many waves of centralization and decentralization in functions from HR to product management to quality and compliance. A lot has been written on how to make the “right” decision. Far less advice exists on how to ensure success in each scenario. Success for a highly-decentralized function requires a different organizational design and leadership skill-set than a highly-centralized function.

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In our transformation practice, we have found Design Thinking concepts useful for creating and maintaining the momentum needed to motivate and sustain a major organizational change effort. Design Thinking is known by many in the product and services world as a problem-solving methodology used to ensure a greater customer focus, often resulting in creative solutions.

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At a conference I attended for HR, training and leadership development professionals, research analysts suggested that the most successful organizations leverage a matrixed operating model. This data was presented amid other key learnings for effective organizations and as soon as participants were given time for open discussion, my tablemates immediately zeroed in on the idea of a matrixed organizational structure. And needless to say, they didn’t have many positive things to say.

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I’ve spent my career studying what makes an incredibly (and I mean incredibly) successful organization, and what makes great leaders rise above the rest.  I’ve been studying it, writing about it, teaching it and, most recently, working through it with organizations in the midst of change.Among the many, many lessons I’ve learned is the value of storytelling (my bestselling book to date is about… penguins).  My newest thinking will be published in the form of another fable on Tuesday.  This time it’s about meerkats (stick with me here).  For any of you who have heard “that’s not how we do it here” at work, read on:

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If you’re a parent, you probably remember very distinctly the first time you heard your child saying something completely inappropriate. Just as you start to respond, you stop yourself – startled by what you’ve just realized… Oh my goodness, she heard me say that. That’s where she learned it.

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