By Deborah Ancona and Henrik Bresnan Submitted to- Presented by- Dr. Janaki Naik Md. Ashfaque

Introduction The Article try to focus and given light on following subject: Old organisational structure,centralised control and its hurdles in new business environment New Organisation with Decentralised network and up,down and horizontal flow of information. Emerging of new team with distributed leadership. Innovation based comptition Changing of knowledge structure Expansion of Task Collaboration of executive Operation team for new idea and innovation.

Old Organisational structure and Why its Outdated  Old Organisational structure consist of:  Downward flow of information  Leadership distributed to middle and higher level management  Strategic Decision excluded bottom line  Linear Relationship in line of Reporting  Task are designed and executed in silos

Demand of today business environment Better coordination among all level of organisation. Innovation should be done at all level because because business growth is reliant on innovation and creativity. Fast adaptable to the external demand. Upward,downward and horizontal flow of information and knowledge to respnse fast. Greater flexibility to change

Forces that driven to the situation Nimble player are continue to enter the all business arena,forcing fierce competition among player New information technology that lower communication cost allow small firm to enter market with greater speed,less capital and more knowledge Than ever before Competitive survival hinges on new product development and ideas. Daily changes technology in the external environment

In new era,Firm are facing three core challanges First:Competitive battles are won in the area of innovation,and innovation are done at operational level nor at the executive level so therefore team at this level should provide the vision,knowledge and creativity in the line of strategy made by executive. Second: The space of critical knowledge is ever expanding so therfore need to grab leading edge information Third:Synergise the bundling product offering and services to cope with competition.

Emerging of team to cope with challange  Innovation mostly happen in the operational level,therefore seating on the hot seat to collect critical information from all source and mix up with the resources to generate new idea and innovation  Space of critical knowledge is ever expanding,and team at operational level should act as Organisational interpreter of the environment.  Competiton force company to synergies more offering to product,hence by coordinating with other activities try to put value to product.

Three things to be taken care by team to manage challanges  Manage the changes in the organisational structure in which team operate.  Manage the structure of knowledge with which they work  Manag the structure of task they perform  Objective-Proactively engage the external environment as well as to exert bold organisational leadership.

Motorola try to solve with team by loosening its structure Problem: Unable to make productive innovation so therefore losing market share to player like Ericson,samsung and nokia. Plan:Decided to decentralised it network,loosenig up its structure,keeping out middlemanagement layer. Policy:Given product development team responsibility for generating new idea and making innovation. Team:Razr found that despite the company strategy of depending on them by giving freedom,unable to pull it off from the problem.razr found later on that loosening its structure is not enough. Strategy by Razr:They started lobbying R&D manager,marketing executives and CEO by saying about their

Contd….. Strategy by Razr:They started lobbying R&D manager,marketing executives and CEO by saying about their vision and how they interlinked with company vision. Conclusion:Teaam can must take greater control of their own destiny as well as organisation by integrating its vision with the vision of the executive level.

Mapping……… 1)Organisation 2)Organisation Structure 3)Vertical information Linkages 4)Horizontal information Linkages 5)Horizontal structure 6)Environment Domain 7)Organisaional ecosystem