• A CEO Who Has Applied the Principles of Structure

• Combining Invention and Operations: Airline

• Combining Sales and Coordination: Higher Education

• Process Owners

• The CFO Who Mandates Others' Budgets

• Customer Service Held Accountable for Resolving Incidents

• Mandating "How" Instead of "What"

• Customer-centric Structure

• Vague Domains -- IT Infrastructure versus Enterprise Architecture

• Gaps -- Layers of Engineering

• The Evils of Roles and Responsibilities

• Structure by Clients' Business Processes

• The Governance and Client Liaison Group

• Combining Invention and Operations: IT

• Combining Invention and Operations: Corporate Acquisitions

• Benefits of Separating Purpose-specific Solutions from Components

• Process-centric Groups

• Safety Group that's Accountable for Safety

• Managers as Client Liaisons

• Decentralization: Manufacturing Plants

• Decentralization: Design Engineering

• Decentralization: IT

• Plan-Build-Run

• New Versus Old

• Quick Versus Slow (Bi-modal)

• The Pool

• Holacracy: Disempowerment of Management

• Good Reasons for the Wrong Basis for Substructure: Sales by Product Type

• The PMO that Manages Projects

• Chief Compliance Officer Accountable for Compliance

• What Not to Do to Improve Teamwork

• Silo Organization: Manufacturing Plants and Scheduling

• Transformational Benefits

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