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Once again, I find myself flabbergasted at service levels in the midst of the worst recession most of us have ever seen.  In my post How not to make a sale, I describe how a retailer drove us from a physical establishment after we had committed to buy. But it appears that direct retail operations are also not immune mistakes in organization, job design and incentives that result in lousy service.  Read the rest of this entry »

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Hay Group‘s research on the Fortune Most Admired Companies shows that those who make the matrix work get results: better and faster decisions. The seemingly simple trick is getting managers to act in the best interests of the company as a whole, not just maximizing their own results.

But this has implications for jobs, rewards, behaviors, culture and structure. Most critical: command-and-control management styles must give way to collaboration and cooperation. To crack the matrix code, organizations must: Read the rest of this entry »

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