Radical surgery: a view from the operating theater
回应Mitroff等人提出的激进组织变革概念，通过两个实际案例说明运营中心和知识/学习中心的可操作性，并质疑其他两个中心在激烈竞争环境中的可行性。
Executive Overview I asked a number of my partners within Andersen Consulting to read the article, “Radical Surgery: What Will Tomorrow's Organizations Look Like?” by Mitroff, Mason and Pearson, which appears in this issue of AME. I was surprised by the responses. Some disagreed with the practicality of the approach. Some believed it was inherently logical, workable, and a significant step forward in conceptualizing organizational design in the “reengineering era.” Whether they agreed or disagreed, what was surprising was how strongly all of them felt. Mitroff, et al., seem to have hit a raw nerve! Most practitioners who read the article will have a single question in mind: “How workable are the concepts proposed by Mitroff, Mason, and Pearson?” By way of response, I describe how we've put into practice what I believe Mitroff, et al., refer to as the Operations Center and the Knowledge/Learning Center, using two examples from our experience. Additionally, I will raise some concerns about the viability of the other two centers in view of today's brutally competitive business arena.