Last year, we began exploring the different goals for organizational surgery and how a number of companies have tried to achieve those goals. We identified four different goals: (1) addressing a new customer type, (2) creating a component based on a “crown jewel” of the enterprise, (3) building a new capability to be used across customer types, and (4) commercializing a component or capability as service. This year, using a survey and additional interviews, we will map the goals against sources of value—value from operations, customers, and ecosystems—and begin to identify different types of organizational surgery that can lead to accomplishing the goals and realizing value. Research questions include:
- What are the firm performance effects of each of the organizational surgery goals?
- What are the most effective practices to achieve each of the organizational surgery goals?
- What is the role of the key players (e.g., the board, the top leadership team, the CIO, the head of HR) in achieving the organizational surgery goals?
Methods: Large-scale survey (Phase 1), followed by interviews with leaders who manage organizational surgery efforts
Seeking: Executives of companies that have effectively managed organizational surgery goals to achieve enterprise value
Contact: Stephanie L. Woerner
