FOREWORD: A CEO Who Has Applied the Principles of Structure

PART 1: Why You Should Read this Book
What you'll get from this book, including the importance of structure and why it's a science.

1: The Importance of Structure

2: The Science of Structure

PART 2: Fundamental Principles
Seven fundamental Principles that apply to the design of organization charts.

3: Principle 1: Golden Rule: Authority and Accountability Must Match

4: Principle 2: Specialization and Teamwork

5: Principle 3: Precise Domains

6: Principle 4: Basis for Substructure

7: Principle 5: Avoid Conflicts of Interests

8: Principle 6: Cluster by Professional Synergies

9: Principle 7: Business Within a Business

PART 3: The Building Blocks of Organization Charts
All the lines of business that exist within organizations, which become the elements of
an organization chart.

10: Overview of the Building Blocks

11: Distinguishing Engineers and Service Providers

12: Engineers

13: Service Providers

14: Coordinators

15: Sales and Marketing

16: Audit

PART 4: Applying the Principles, Seeing the Problems
Applying the Principles, you'll see how to look at any organization chart and anticipate its problems.

17: Diagnosing an Organization Chart: The Rainbow Analysis

PART 5: Structures Designed to Fail
A series of case studies that warn you about mistakes others have made.

18: Strategy as a Basis for Structure

19: Pick a Core Competency, Outsource the Rest

20: Managers as Client Liaisons

21: Decentralization

22: Dotted Lines and Matrix Structures

23: Plan-Build-Run

24: New Versus Old

25: Quick Versus Slow (Bi-modal)

26: The Pool

27: Boundaryless/Network/Cellular/Organic Organization

28: Leaderless Organization (Sociocracy and Holacracy)

PART 6: Design: How to Assemble the Building Blocks into an Organization Chart
How to assemble the Building Blocks into an organization chart tailored to your needs.

29: Clean Sheet Versus Tweaks

30: Assumptions

31: All the Lines of Business

32: Clustering the Lines of Business

33: From Clusters to Boxes

PART 7: Special Situations and Design Guidelines
Special situations and design guidelines, to help you with the design of your organization chart.

34: Self-managed Groups

35: Shared People: Temporary Duty

36: Remote Locations

37: Project Management Office

38: Compliance and Governance

PART 8: Workflows: You Can't Specialize If You Can't Team
How to build an explicit, but flexible, process of cross-boundary teamwork.

39: What Not to Do to Improve Teamwork

40: High-performance Teamwork

41: The Limits of Traditional Approaches to Teamwork

42: The Teamwork Meta-process: Concepts

43: The Teamwork Meta-process:
Mechanics (Walk-throughs)

PART 9: The Process of Restructuring
Implementation, with a step-by-step project plan for restructuring and for consolidations.

44: Change Management

45: The Restructuring Process, Step by Step

46: Establishing the Sales Function in an Internal Service Provider

47: Consolidation of Shared Services and Acquisition Integration

PART 10: Leadership Questions
The benefits that justify the costs; where structure fits in your transformation strategy; and how to get started.

48: Should I Do This? Benefits That Justify the Costs

49: When? Place Within a Transformation Strategy

50: What Should I Do Next? Ideas to Action

APPENDIXES

Appendix 1: Terminology

Appendix 2: Supervisory Duties

Appendix 3: Theoretical Underpinnings

ENDNOTES (References)

INDEX

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