Designing organizations that are built to change
指出大多数大规模变革失败源于组织设计本身抗拒变革，提出企业需重新设计人才管理、薪酬体系、结构、决策流程和领导方式，才能成为持续适应变化的组织。
Most large-scale change efforts fail to meet their expectations. A major problem is that even the most advanced change models will stumble when they face organizational designs and management practices that are inherently anti-change. The truth is that the effectiveness of change efforts is largely determined by organizational design, or how a company?s structure, processes, reward systems and other features are orchestrated over time to support one another as well as the company?s strategic intent, identity and capabilities. In a world that is perpetually changing, an organization?s design must support the idea that the implementation and reimplementation of a strategy is a continuous process. However, a number of traditional organizational design features tend to discourage ? and not encourage ? change. Thus, to transform themselves into organizations that are ?built to change,? companies need to rethink a number of these basic design assumptions with respect to managing talent (forget about job descriptions and redefine the relationship between company and worker), reward systems (implement a ?person-based? pay system), structure (redesign the organization to maximize its ?surface area?), information and decision processes (scrap the annual-budget process and move decision making closer to the front lines), and leaders (replace hierarchical command-and-control with shared leadership).