List of Figures

Chapter 3: Is Empowerment Just a Fad? Control, Decision Making, and IT

Figure 3.1: Three Decision-Making Structures

Figure 3.2: Desirable Decision-Making Structures for Different Kinds of Decisions

Figure 3.3: The Decentralization Continuum

Chapter 4: Beyond Computation—Information Technology, Organizational Transformation, and Business Performance

Figure 4.1: Productivity versus IT Stock (capital plus capitalized labor) for Large Firms (1988–1992) adjusted for industry

Figure 4.2: Market Value as a function of IT and Work Organization This graph was produced by non-parametric local regression models using data from Brynjolfsson, Hitt, and Yang (2000). Note: I represents computer capital, org represents a measure of decentralization and mv is market value.

Chapter 7: The Interesting Organizations Project—Digitalization of the 21st Century Firm

Figure 7.1: Dynamic Tension between External Forces and Internal Dimensions of the Organization (adapted from Scott Morton 1995)

Figure 7.2: Schneider National's Technology Architecture

Figure 7.3: Schneider National's Subsidiaries and their Relationship to Customers and Competitors

Figure 7.4: Model of External Forces and Internal Organizational Dimensions at Schneider National

Chapter 8: The Delta Model—Adaptive Management for a Changing World

Figure 8.1: The Triangle: Three Distinct Strategic Options

Figure 8.2: Characteristics of Three Options for Strategic Positioning

Figure 8.3: Options for Strategic Positioning

Figure 8.4: Economic Perspectives of the Strategic Positions

Figure 8.5: Bonding Continuum

Figure 8.6: Role of Adaptive Processes in Supporting Strategy

Figure 8.7: Priorities of Adaptive Processes in Each Strategic Position

Figure 8.8: Key Performance Metrics for Different Strategic Positions

Figure 8.9: Cost Behavior in the Telecommunications Industry

Figure 8.10: Credit Card Customers' Profit Margin Contribution. Source: Dean & Company analysis

Chapter 9: Clockspeed-based Strategies for Supply Chain Design

Figure 9.1: The Double Helix Illustrates the Oscillation in Supply Chain Structure between Vertical/integral and Horizontal/modular (Fine and Whitney 1996)

Figure 9.2: Overlapping Responsibilities across Product, Process, and Supply Chain Development Activities

Figure 9.3: The 3-DCE Concurrency Model

Chapter 10: Tools for Inventing Organizations—Toward a Handbook of Organizational Processes

Figure 10.1: Sample Representations of Three Different Sales Processes "Sell by mail order" and "Sell in retail store" are specializations of the generic sales process "Sell something". Subactivities that are changed are shadowed.

Figure 10.2: The Process Compass
The Process Compass illustrates two dimensions for analyzing business processes. The vertical dimension distinguishes different of a process; The horizontal dimension distinguishes different types of a process.

Figure 10.3: Summary Display Showing Specializations of the Activity "Sell Something" Items in brackets (such as "[Sell how?]") are "bundles" which group together sets of related specializations. Items in bold have further specializations. The screen images used in this and subsequent figures were created with the software tools described below.

Figure 10.4: Tradeoff Matrix A tradeoff matrix showing typical advantages and disadvantages of different specializations for the generic sales process. Note that the values in this version of the matrix are not intended to be definitive, merely suggestive.

Figure 10.5: Three Basic Types of Dependencies Among Activities (Adapted from Zlotkin, 1995).

Figure 10.6: Alternative Views of the Same Sample Process The first view (a) shows a "flow" dependency between two activities. The second view (b) shows the flow dependency replaced by the coordination process that manages it. The third view (c) shows the subactivities of the coordination process and the respective dependencies among them. Users can easily switch back and forth among these different views of the same process.

Figure 10.7: An Outline View of the First Two Levels of the Specialization Hierarchy and Selected Further Specializations of the Generic Activity "Move" (as of 11/1/96)

Chapter 11: Inventing Organizations with the Process Handbook—Excerpts from a Learning History

Figure 11.1: Cafeteria Style Menu of Options: Commodity Hires Trade Off Matrix

Figure 11.2: The Process Compass

Chapter 12: An Improvisational Model for Change Management—The Case of Groupware Technologies

Figure 12.1: An Improvisational Model of Change Management over Time

Figure 12.2: Zeta's Improvisational Management of Change over Time

Figure 12.3: Aligning the Change Model, the Technology, and the Organization

Chapter 13: The Comparative Advantage of X-Teams

Figure 13.1: X-Teams Versus Traditional Teams: Five Components

Figure 13.2: Creating an X-Team

Chapter 14: Eight Imperatives for the New IT Organization

Figure 14.1: Four Types of Process Redesign

Figure 14.2: Key Attributes of Effective CIOs. Source:Adapted from M. J. Earl and D. J. Feeny, "Is your CIO Adding Value?", Sloan Management Review, volume 35, Spring 1994, pp. 11–20

Figure 14.3: Federal IT. Source: S. L. Hodgkinson, "The Role of the Corporate IT Function in the Federal IT Organization", in M. J. Earl, ed., Information Management: The Organizational Dimension (Oxford: Oxford University Press, 1996)

Figure 14.4: The New Core Activities for IT. Source:Adapted from J. Owens, "Transforming the Information Systems Organization", CISR Endicott House XXIX Presentation, 2–3 December 1993

Figure 14.5: Leavitt's Balancing Act (adjusted). Source: H. J. Leavitt, "Applied Organizational Change in Industry", Handbook of Organizations (Chicago: Rand McNally, 1965), chapter 27, and J. F. Rockart and M. Scott Morton, CISR, MIT Sloan School of Management, 1984

Chapter 16: Building a New Social Contract at Work—A Call to Action

Figure 16.1: A Holistic View of Work

Figure 16.2: Multiple Purposes of the Next Generation Unions

Chapter 17: Retreat of the Firm and the Rise of Guilds—The Employment Relationship in an Age of Virtual Business

Figure 17.1: The Spectrum of Jobs

Chapter 19: Innovating our Way to the Next Industrial Revolution

Figure 19.1: Three Worldviews Required for Building Sustainable Enterprises

Figure 19.2: Why Industry Produces Waste

Figure 19.3: How Industry Can Reduce Waste

Figure 19.4: Core Learning Competencies for Building Sustainable Enterprises