Tensions of organization design -- Aligning span of attention -- Unit structure -- Diagnostic control systems -- Interactive networks -- Shared responsibilities -- Adjusting the levers : three examples -- Designing organizations for performance.

Introduction -- Step one: Increase urgency- getting people to say "let's do something" -- Step two: Build guiding teams- finding the right people to make change happen -- Step three: Get the vision right- seeing the future -- Step four: Communicate for buy-in- getting the message right and...