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Competing With Flexible Lateral Organizations

This book focuses on creating competitive advantage by building a lateral capability within an organization, as well as across several different organizations.

This lateral capability enables companies to respond quickly and flexibly in an uncertain world where customers are ever more demanding and product/service life cycles are constantly shortening.

The book is unique in covering not only cross-functional (lateral and horizontal) coordination, but also international and corporate coordination issues.

Galbraith emphasizes management’s role in building capability by presenting guidelines for choosing the types and amounts of lateral organization for implementing different strategies.

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1.	Lateral Organizational Capability
	Lateral and Vertical Organization
2.	Lateral Coordination
	Cross-Functional Coordination
	Corporate or Cross-Profit Center Coordination
	International or Cross-Subsidiary Coordination
	Types of International Strategies
3.	Lateral Organization
	Lateral Types: Voluntary, Formal Groups, Integrators
	Matching Lateral Coordination and Organization
	The Informal Organization
4.	Formal Lateral Groups
	Cross-Functional Groups
	Heirarchy of Design/Build Teams
	International Groups
5.	Integrating Roles
	Design Issues: Structure, Staffing, Status, Information Systems, Planning Processes, Reward System, Responsibilities, Budgets
	Dual Authority and Integrator Influence
	But I Thought Matrix Didn’t Work
6.	The Distributed Organization
	International Distributed Organization Model
	SKF: A Case Study
7.	Lateral Coordination Cases
	A Multidimensional Organization — Dow Corning
	A New Hewlett-Packard Division
8.	Summary Thoughts

Competing With Flexible Lateral Organizations

Table of Contents