Fuente: www.consultant-news.com Publicación: 09.03.2009
Accenture is ranked 49 to the Most Admired Companies list that is head by Apple, followed by Berkshire Hathaway, Toyota Motor, Google and Johnson & Johnson.
The World’s Most Admired Companies list can be found on the FORTUNE web site at: http://money.cnn.com/magazines/fortune/mostadmired/2009/full_list/index.html.
In addition to conducting the survey and analyzing results, Hay Group also conducts supplemental research each year to identify business practices that distinguish companies on the list from all others. This year’s “side bar” analysis focused on how organizational design and operating models help WMACs build more effective organizations than their peers.
Hay Group researchers asked if there is a best way for a large, global company to organize. Isn’t it a function of what industry you are in or how you go to market? Isn’t a matrix structure inevitable if you are truly global? Having identified a wide range of best practices for leadership development, talent management and innovation in previous years, Hay Group and FORTUNE set out to answer these questions in this year’s World’s Most Admired Companies (WMAC) research.
“There is no ‘best’ structure,” observes Katie Lemaire, who led Hay Group’s research efforts. “For every WMAC with a highly centralized structure, another was highly decentralized, even within the same industry.” These organizations don’t look to others for what will work for them. As long as the structure is aligned with the business model and how the company can win the market, it can work.
So if there is no “best structure,” what, if anything, is different about the organizations of the world’s most admired companies? Hay Group’s research and interviews with MAC executives found that they had built much more robust operating models. “If the organization structure describes how the company is supposed to work, the operating model is the wiring that makes sure that the work gets done as expected,” explains Lemaire. For example, WMACs have more dynamic operating models that allow them to operate differently in high growth markets than in developed markets without changing the organization design. This creates a unique competitive advantage that is hard to replicate.
An aligned strategy and a dynamic operating model are a good start, but it is people, not organizations, that execute strategies. And WMACs do more to enable their leaders to be effective. They provide the tools and better equip their leaders to work in this more cross-functional, horizontal way. “Why else would 83 percent of MAC executives feel that they manage the matrix organization effectively, compared to only 58 percent of the peer group?” says Hay Group’s David Tait, who also worked on the research.
Tait explained that all of this is predicated on companies having a strong, stable strategy. MACs change their strategies less often, which enables them to build out and refine the organizations that they have, rather than continuously change them. Like a tree with a strong trunk that supports flexible limbs, the world’s most admired companies are simultaneously solid and supple, with a strategy that provides firm roots and a dynamic operating model that enables them to weather strong storms.
Hay Group's research covered more than 1400 companies, which compared companies that ranked in the top three within their industries against “peer group” companies, which scored lower in the rankings. Respondents included Human Resource executives, as well as senior leaders in other line and staff management roles.
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