This paper seeks to address the problem facing complex multinational companies: how to balance their organisation structure across the competing interests such as product, geography, brand, function and key account.
The research involved interviews with large companies such as ABNAmro, Albert Heijn, ASML, and IBM.
The findings suggest that some companies are starting to find solutions to the structural challenges of multi‐dimensional complexity by integrating selected aspects of the organisation: the overarching logic, the information base, the process for selecting opportunities, the profit measure and the management mindset. These “power of one” solutions point a possible way through organisational complexity.
Leaders often launch “one company” projects; this paper will help them define what should be part of such a project, and help them understand the size of the task ahead of them if they want to create a fully integrated organisation.
The paper presents some new perspectives on how leaders appear to be solving the problems of multidimensional structures.
