Summary of Smart Design for Performance

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Many efforts to boost performance with organizational redesign fail. Since employee behavior is at the heart of organization performance, reorganization efforts must focus upon reforming behavior above all else. In this detailed report, Peter Tollman, Andrew Toma, Fabrice Roghé, Yves Morieux, Steve Maaseide, Eddy Tamboto, and JinK Koike of The Boston Consulting Group offer detailed instructions for organizational change. getAbstract recommends this report to business leaders who need to encourage behavioral changes that will lead to a company transformation.

In this summary, you will learn

  • Why traditional approaches to organization redesign no longer work,
  • Why putting behavioral changes at the core of your redesign effort makes a difference and
  • How to manage change using the “Smart Design” approach.

About the Authors

Peter Tollman, Andrew Toma, Fabrice Roghé, Yves Morieux, Steve Maaseide, Eddy Tamboto, and JinK Koike are experts at The Boston Consulting Group.



Organizational redesign is vital for companies that need to adapt to today’s oft-changing business environment. However, many organizational redesign efforts fail, because they are built around old paradigms and ignore the fact that many companies now rely on employees to work autonomously and creatively. More than before, business performance hinges upon staff performance. For this reason, any reorganization effort must place modifying employee behavior at its center. The “Smart Design” reorganization model operates on the belief that behavioral changes occur most readily not when they are forced, but when they make sense to the employee and when context is conducive to the desired behavior.

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