To succeed, it’s about having the right conversations with the right people. Continuously.

about how to break down internal silos and build horizontal networks.

Business models are changing at an unprecedented rate, powered by technology, with converging forces across the value chain. As AI is fully woven into the customer-facing parts of the business, companies must change the way they operate. The lines between industries blur as algorithms decide how to assign Uber drivers to riders, how to price produc

Building an organization model together allows leaders to work through new accountabilities and interdependencies without talking about specific jobs and people.

What was particularly striking to me was the first meeting our Chief Leadership and Human Resources Officer, Ellyn Shook, and I had with them. They were clear: They could not be effective, and we could not achieve the, frankly, unheard of speed from design to implementation unless I was directly involved. And they would not do the work without that

As we completed that strategy in 2019, we set our sights on our next transformation—capturing the opportunities created by this strong platform of capabilities and the market momentum around digital and technology-enabled transformation. We knew our first priority was finding the right organizational design.

The power of the reconfigurable organization is that leaders can move work to where talent, capabilities, and capacity are, regardless of where those resources are located in the world.

The organization model is a visual manifestation of how the parts of the organization are intended to relate.

Yet, those same direct reports often claim that they are disempowered. And, it is quite rational for them not to act. They do not see any reward or incentive to self-organize with peers to initiate the work required to solve systemic issues—and certainly not to try to do so alone. Further, those that see issues often don’t have the information or t