Designing the Enterprise: Structure, Operations, People, and Governance That Make Strategy Work - Tapa blanda

Sinopsis

A sound strategy can fail in an organisation designed for something else.

Structure, workflow, decision rights, leadership capability, culture and board governance together decide whether strategic intent becomes organisational capability or quietly dissipates. Designing the Enterprise is a rigorous, practical guide to that architecture, written for leaders who must make strategy work in the real organisation, not the one on the chart.

One question runs through every chapter: what system are you creating by this decision? A new structure, approval threshold, executive appointment or board agenda shapes thousands of later decisions. This book's frameworks make those systems visible before they are built.

Inside, across 25 chapters in four parts:

- Architecture: the Enterprise Operating System, organisation design, end-to-end process ownership, decision rights beyond RACI, and delegation without abdication.
- Execution: the role of the chief operating officer, operations strategy, frontline performance, productivity, agile and resilient operations, and operating models for disruption.
- Capability: people as enterprise infrastructure, good frontline work, executive teams, accountability, culture by design and succession.
- Judgement and Governance: behavioural strategy, risk and analytics, what the board owns, what the CEO owns, and delegation of authority.

What makes this book different?

- Named, practical tools, including the Strategy-to-Structure Test, the Decision Rights Ladder, the Delegation Contract and the Operational Capability Stack.
- Evidence-based: each chapter reviews established and recent research and states plainly where the evidence ends.
- Every chapter includes an opening scenario, a flagship teaching case with discussion questions, common errors, and Indian application with international comparison.
- Health care examples throughout, where design and governance failures affect patients directly, alongside lessons for any sector.

Written for chief executives, chief operating officers, chief financial officers and senior leaders who design and run organisations; board members seeking a clear line between governing and managing; and faculty and students in executive education and management programmes. Suggested reading routes are provided for each role, and every chapter stands on its own.

About the author. Dr Shoeb Ahmed Ilyas is a healthcare executive, management consultant, and educator with more than fifteen years of experience in hospital operations, clinical governance, quality, and institutional transformation. He is Principal Consultant at Acredexa Healthcare Management Consultancy, Hyderabad, and COO of Superspeciality Tertiary Care Hospital.

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