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Competing by DesignThe Power of Organizational Architecture$
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David A. Nadler and Michael L. Tushman

Print publication date: 1997

Print ISBN-13: 9780195099171

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195099171.001.0001

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A Process for Design

A Process for Design

Chapter:
(p.161) 9 A Process for Design
Source:
Competing by Design
Author(s):

DAVID A. NADLER

michael l. tushman

mark b. nadler

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195099171.003.0009

The managers of the Hospitals and Health Plan (H/HP) operation under Kaiser Permanente's Northern California Region gave much attention to issues regarding the changing market forces and increasing competition, and also to looking for new markets and meeting the needs of their customers. A new organizational design was required so that this new customer-focused approach could be implemented. David Pockell, then executive vice president and regional manager, suggested the need for freer cooperation and communication between departments to better fulfill functions. This chapter focuses on the case of the Northern California H/HP to point out various elements, such as interdependence, information flows, groupings, and linkages, that all proved to be integral elements in design. It attempts to illustrate a step-by-step process for determining the strategic design for organizational architecture, and also looks into the issue of who should be involved in this process.

Keywords:   Northern California, design process, organizational architecture, strategic design, communication, cooperation

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