Presents a compelling case for measuring the value-added  benefits of information technology; provides methodologies for  strategic needs assessment, measurement of value-added benefits, and  opportunity planning; 60 case histories of strategic systems show that  value-added benefits can be quantified.

Information Edge

N. Dean Meyer

Wadsworth Publishing Co Inc

The material in this book is supplanted by: Internal Market Economics: practical resource-governance processes based on principles we all believe in by N. Dean Meyer, ASIN: 1892606313.

An Introduction to Activity-based Budgeting: Key Concepts of ABC, ABB, and Cost-Based Rate Setting for Chargebacks

NDMA Publishing

Note: This book has been obsoleted by: Principle-based Organizational Structure (also by Dean Meyer). An organization chart can make or break people's performance. In fact, organizational structure is one of the most powerful tools of leadership. But because of its complexity, it's all too easy to make mistakes, solving some problems while creating others. And when a new structure is announced, the results are often frustrating. Staff endure the chaos, and then return to their old patterns of work. A few years later, the painful process is repeated. There is a better way.... This book concisely describes the science of organizational structure. With it, you can diagnose the problems with your current organization chart; design an optimal structure; define flexible, dynamic processes of cross-boundary teamwork; and plan an implementation process that's participative and brings about meaningful change. Founded on the fundamentals of human nature and systems science, the Building Blocks Approach is applicable to every industry -- corporate, not-for-profit, or government -- and to any functional area. This is breakthrough thinking, concisely described in an easy-to-read style. It's a "must read" for every executive who's concerned about the performance of his or her organization.

The Building Blocks Approach to Organization Charts

The material in this book is supplanted by: Internal Market Economics: practical resource-governance processes based on principles we all believe in by N. Dean Meyer, ASIN: 1892606313.

The Internal Economy: How to Apply Market Principles within Organizations to Make Sense of Budgeting, Rate-Setting, Project-Approval, and Accounting Processes

Downsizing Without Destroying: How to Trim What Your Organization Does Rather Than Destroy Its Ability to Do Anything at All

We all believe in market economics for the most part. Sure, there are limitations. And we know that markets don't work without some governance. Nonetheless, market economics is by far the most effective way to channel a society's scarce resources to the purposes that need them the most. 
Why, then, do we drop our common sense when we walk in the office door? This book explains how to implement market economics inside of organizations. Don't worry. . . . It doesn't require chargebacks. It doesn't lead to arm's-length relationships without any commitment to the enterprise, or undermine enterprise policies and strategies. And it doesn't lead to open internal competition which results in redundancies and lost synergies. Market economics simply provides the guiding principles for the design of highly efficient, effective, and agile internal resource-governance processes. 
This book offers a fresh vision of empowered, entrepreneurial organizations, and practical solutions to a host of pressing financial and management challenges. ...essential reading for executives interested in maximizing shareholder value or in running effective shared-services organizations. Don Tapscott

Internal Market Economics: practical resource-governance processes based on principles we all believe in

Business & Money

Look at any organization chart and know who's fighting with whom, who's not making objectives, and who has ulcers! Organizational structure is not a matter of intuition, fads, or simplistic models. And it shouldn't be based on today's projects, or the personalities and careers of senior leaders. Structure is an engineering science, with firm principles and constructs. This is the definitive book on that practical science of organizational structure, the culmination of over 30 years of study and practical experiences implementing restructurings in dozens of diverse organizations. Far beyond the traditional HR literature, this book is based on the "business-within-a-business" paradigm, where every manager thinks and acts like an entrepreneur running a small business within large organizations. An organization designed around internal lines of business (not traditional roles and responsibilities) induces innovation, accountability, cost control, customer focus, and great teamwork. The book describes clear principles for the design of organization charts, and it's chock full of stories and case studies that bring those principles to life. It also explains how to build explicit, yet flexible, cross-boundary teamwork, the antidote to a "silo" mentality. And it describes a step-by-step change-management process to implement structural change in an open, participative way. This book is a rare combination of vision and practicality, solid science and pragmatic guidance. This book contains:
<ul>
<li>Case study: A CEO who successfully restructured a company for growth </li>
<li>Over 30 case studies of structures designed to fail </li>
<li>Seven essential principles of organizational structure </li>
<li>The five lines of business that exist within any organization -- the "Building Blocks" of structure </li>
<li>How to look at any organization chart and anticipate its problems </li>
<li>How to design an optimal structure for your unique organization </li>
<li>How to build high-performance teamwork into your organization </li>
<li>Clear explanation of the fundamental trade-offs of decentralization and outsourcing </li>
<li>How to build a shared-services organization, and deal with decentralization </li>
<li>A step-by-step process for restructuring (including consolidations and acquisition integration) </li>
</ul>
List of Case Studies.... <ul>
<li>A CEO Who Has Applied the Principles of Structure </li>
<li>Combining Invention and Operations: Airline </li>
<li>Combining Sales and Coordination: Higher Education </li>
<li>Process Owners </li>
<li>The CFO Who Mandates Others' Budgets </li>
<li>Customer Service Held Accountable for Resolving Incidents </li>
<li>Mandating "How" Instead of "What" </li>
<li>Customer-centric Structure </li>
<li>Vague Domains -- IT Infrastructure versus Enterprise Architecture </li>
<li>Gaps -- Layers of Engineering </li>
<li>The Evils of Roles and Responsibilities </li>
<li>Structure by Clients' Business Processes </li>
<li>The Governance and Client Liaison Group </li>
<li>Combining Invention and Operations: IT </li>
<li>Combining Invention and Operations: Corporate Acquisitions </li>
<li>Benefits of Separating Purpose-specific Solutions from Components </li>
<li>Process-centric Groups </li>
<li>Safety Group that's Accountable for Safety </li>
<li>Managers as Client Liaisons </li>
<li>Decentralization: Manufacturing Plants </li>
<li>Decentralization: Design Engineering </li>
<li>Decentralization: IT </li>
<li>Plan-Build-Run </li>
<li>New Versus Old </li>
<li>Quick Versus Slow (Bi-modal) </li>
<li>The Pool </li>
<li>Holacracy: Disempowerment of Management </li>
<li>Good Reasons for the Wrong Basis for Substructure: Sales by Product Type </li>
<li>The PMO that Manages Projects </li>
<li>Chief Compliance Officer Accountable for Compliance </li>
<li>What Not to Do to Improve Teamwork </li>
<li>Silo Organization: Manufacturing Plants and Scheduling </li>
<li>Transformational Benefits </li>
</ul>

Principle-based Organizational Structure: a handbook to help you engineer entrepreneurial thinking and teamwork into organizations of any size

Review\n"Dean Meyer has had an immense influence on my life. This book is yet another masterpiece that teaches us the framework of a high-performing organization. It's a book every transformational CEO should read." 
-- Sergio Paiz, CEO, PDC\n"Following the eras of hierarchical, matrix, and networked organizations, Meyer provides a welcome new perspective: the Market Organization. It's a comprehensive, modular business operating model, built on solid organizational principles. This experience-rich book provides a practical blueprint for organizational transformation, necessary to survive in the face of turbulence, complexity, and disruption." 
-- Peter G. W. Keen, Professor (retired), Stanford, MIT, and Harvard\n"This is an extraordinary leadership book that every manager in any company can use. It takes you through every imaginable element of a corporate organization — structure, financial governance, incentives, and more — challenges conventional wisdom, and clearly lays out new ways of thinking. It was a real eye-opening experience for one who has spent his career in traditional organizations. I kept saying, 'Yeah, that is the way organizations should work!'" 
-- Richard Hartnack, Chairman of the Board, Synchrony Financial\n"Standing ovation! This book is incredible! Internal entrepreneurship blows away bureaucracy. Teamwork obviates silos. Internal value-chains build alignment so much better than top-down plans and cascading objectives. You don't need to pick your poison — innovation versus efficiency, empowerment versus control — you can have your cake and eat it too. You won't believe what's possible in organizations until you read this ground-breaking book." 
-- Fred Dewey, serial startup and turnaround CEO\n"This book is fantastic! It's real world (the 'conversations' are so familiar) and yet incredibly thought provoking. This is a must for anyone leading transformational change in their organization." 
-- Mark Eustis, President & CEO (retired), Fairview Health Services, and Founding Board Member, VillageMD\n"I've never read anything like this. It's profound! This book really stretched my thinking about what's possible as a leader." 
-- Juan Pablo Zelaya, Professor, Universidad Galileo, and Founder and General Manager, The Fit Center\n"This is inspired work! It's big picture, yet detailed, in a way that expands and rewires my brain." 
-- Huron Low, Co-founder, Virtuoso Card Company\n"There are thousands of books about how organizations should work and nearly all of them are inane. This book is a happy exception — predictable given its author. Dean Meyer has a decades-long track record of deep research, fresh thinking, innovation, big ideas and solid advice. When you read this book, you're going to learn a lot that will help you build a better organization, and that's something I rarely say." 
-- Don Tapscott, Chancellor Emeritus, Trent University, and best-selling author\n"Over the years and in several roles, Dean's unique organizational genius has been instrumental to me in diagnosing organizational problems and putting in place structures, systems, and ways of thinking that improve everything: engagement, productivity, results. This book is Dean's masterpiece — not only does he show how it all works together at all levels, not only is every figure indexed and every reference cited, but he tells you how to get there using a philosophy and approach that brings everyone along with the change." 
-- Remy Evard, (former) CIO, Novartis Institutes for BioMedical Research 
----more endorsements\n"When I first discovered Dean's vision for 'Market Organizations,' I worried that it was overly aspirational, theoretical, and failed to address the practical realities of running a business. As I dug deeper, I realized that our 'practical realities' were largely symptoms of our violating fundamental principles: accountabilities not aligned with authorities; a focus on tasks rather than deliverables; people going too many ways at once; etc. App

How Organizations Should Work: envisioning a high-performing organization made of a network of internal entrepreneurs

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Books by N. Dean Meyer