Overcoming Organizational Barriers

Wyner, Gordon A.
November 2004
Marketing Management;Nov/Dec2004, Vol. 13 Issue 6, p8
This article offers tips on how companies can overcome organization barriers. The search for the ideal structure is not likely to yield a best practices answer or a formula for how to design the optimal solution. There are just too many different ways to organize and too many uncertainties as to how to create a new structure. An organization emerges from lots of individual decisions and shared experiences over time and isn't easily replicated. Another way to look for organizational barriers and potential improvements is to focus on how companies execute against their goals. Rather than focus solely on the structure and how to change it, consider how the organization goes about particular activities within its structure. For many marketing organizations, the required capabilities are related to understanding customer needs, customer acquisition and management, and product development. Organizational barriers often seem and sometimes are insurmountable. They grow out of deep seated structures that are hard to change and hard to control precisely when they do change. While there are situations when a major reorganization is the right answer to fix structural problems, there are alternatives. It's possible to build on the structures that exist and focus attention on the capabilities that companies have and need to improve on to deliver value to customers in the short term.


Related Articles

  • Bayer's new structure.  // European Rubber Journal;Jun2003, Vol. 185 Issue 6, p20 

    Focuses on the restructured marketing organization of Bayer Group. Regional division of the company; Categories of Bayer's marketing organization.

  • Wendy's strategic 'innovation' revamp aims to eclipse $29.1M 2nd-Q loss, further sales uptick. Cebrzynski, Gregg // Nation's Restaurant News;8/7/2006, Vol. 40 Issue 32, p1 

    The article reports on the revamp of the marketing department to jump-start operations innovations at the industry despite a $29.1 million second-quarter loss from noncore-brand setbacks in the U.S. The company announced that it would hire a senior strategist to head a newly formed group of...

  • Ready For Change? Mowry, Matthew J. // Business NH Magazine;Feb2008, Vol. 25 Issue 2, p12 

    The author reflects on how to manage organizational change. He states that change can be good but can also be the result of negative outside forces. He points out that for some companies, organizational change may translate into layoffs, consolidations or reorganization. However, he stresses...

  • CORPORATE RESTRUCTURING IN THE RUSSIAN FEDERATION: A CASE STUDY OF A SIBERIAN PULP INDUSTRIAL COMPLEX. Polyakov, Evgeny; Edwards, Vincent // Enterprise in Transition: International Conference Proceedings: ;2003, p2321 

    The study of the principles and rules of restructuring in Russia has until recently been relatively underdeveloped in terms of the provision of well thought-out explanatory theories, the causal relations between inner and external forces of corporate restructuring and the ways this process is...

  • BT MOVES INTO 'REAL TIME'. O'Shea, Dan // Telephony;5/7/2007, Vol. 248 Issue 8, p9 

    The article focuses on the creation of two divisions of BT, a telecommunication company in Great Britain. The company has established BT Design and BT Operate under new management structure. The BT Design unit will be responsible for service development companies, while BT Operate will watch on...

  • Built to Change. Worley, Christopher G.; Lawler III, Edward E. // Leadership Excellence Essentials;Apr2006, Vol. 23 Issue 4, p4 

    Presents suggestions for implementing organizational changes. Principles that govern organizational designs; Characteristics of built-to-change organizations; Description of built-to-change approach.

  • RHM Foodbrands scoops an exceedingly good legal chief. Begum, Husnara // Lawyer;1/31/2005, Vol. 19 Issue 4, p2 

    Reports that RHM foodbrands has raided the AA for its new legal chief, Thomas Murphy. Resignation of Murphy in AA after centrica had sold off the breakdown and personal finance business in the year 2004; Role of Murphy in the company; Reason for careful supervision on Murphy's appointment;...

  • Springs Shifts Exec Duties.  // Home Textiles Today;3/2/2009, Vol. 30 Issue 6, p2 

    The article reports on the division of Springs Global operation into two distinct units in the U.S. It notes that the Branded Business Unit will be managed by president Joe Granger who will relaunched its Springmaid brand. Meanwhile, the Private Label Business Unit will be directed by Harvey...

  • THE PROCEDURES IN THE TRANSITION COUNTRIES FIRMS COMPLEX RESTRUCTURING: THE CASE OF SERBIA. Jovanovic, Petar; Obradovic, Vladimir; Beric, Ivana; Jovanovic, Filip // Metalurgia International;Mar2012, Vol. 17 Issue 3, p127 

    This paper deals with procedures used in complex restructuring of Serbian companies. The phases of the procedures are identified and described. The topic of the paper is the organizational restructuring of the firm via identifying the need for organizational restructuring, defining the goals of...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics