Kenneth D. Mackenzie quote: “The organizational design is the responsibility of the CEO, and the designer's role is to act as midwife to aid in the …”

“In today's volatile world, organizational design is an everyday, ongoing activity and challenge for every executive, whether managing a global enterprise or a small work team. Globalization, worldwide competition, deregulation, and ever-new technologies drive the ongoing reassessment of the organization. The executive response has been many new forms of organizational design: virtual, learning, modular, cellular, network, alliance, or spaghetti – to name a few. New organizational forms challenge old ways of organizing for efficiency and effectiveness. Yet fundamental design principles underlie any well-functioning organization. Organizations still require a formal design.”

Richard M. Burton (1939)

Richard M. Burton, ‎Børge Obel, ‎Gerardine DeSanctis (2011). Organizational Design: A Step-by-Step Approach. p. 3

“In today's volatile world, organizational design is an everyday, ongoing activity and challenge for every executive, whether managing a global enterprise or a small work team. Globalization, worldwide competition, deregulation, and ever-new technologies drive the ongoing reassessment of the organization. The executive response has been many new forms of organizational design: virtual, learning, modular, cellular, network, alliance, or spaghetti – to name a few. New organizational forms challenge old ways of organizing for efficiency and effectiveness. Yet fundamental design principles underlie any well-functioning organization. Organizations still require a formal design.”

Gerardine DeSanctis (1954–2005) American organizational theorist

Richard M. Burton ‎Børge Obel, ‎Gerardine DeSanctis (2011). Organizational Design: A Step-by-Step Approach. p. 3

“Computer-aided design also is not automatic programming, although automatic programming techniques must necessarily play an important role in computer-aided design.”

Douglas T. Ross (1929–2007) American computer scientist

Source: Computer-Aided Design: A Statement of Objectives (1960), p. 2.

“A great deal of organizational effort is exerted to control the effects of extra-organizational influence:; upon personnel. Daily, people come contaminated into the organization… Many of the irritating aspects of [[organizational structure] are designed to control these sources of contamination.”

Charles Perrow (1925–2019) American sociologist

Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 52

“Organizational design is the body of knowledge and techniques that seeks to offer useful advice to organizations about their structures (and other aspects) needed to attain their goals.”

Richard M. Burton (1939)

Richard M. Burton, ‎Bo Eriksen, ‎Dorthe Døjbak Håkonsson (2008). Designing Organizations: 21st Century Approaches. p. 5

“The objective of the Computer-Aided Design Project is to evolve a machine systems which will permit the human designer and the computer to work together on creative design problems.”

Douglas T. Ross (1929–2007) American computer scientist

Source: Computer-Aided Design: A Statement of Objectives (1960), p. iii: Abstract.

“Organizations are not designed for innovation. Quite the contrary, they are designed for ongoing operations.”

Vijay Govindarajan (1949) American academic

Vijay Govindarajan, ‎Chris Trimble (2013), The Other Side of Innovation: Solving the Execution Challenge. p. 10

“Computer-aided design is not automatic design, although it must include many automatic design features. By automatic design we mean design procedures which are capable of being completely specified in a form which a computer can execute without human intervention.”

Douglas T. Ross (1929–2007) American computer scientist

Source: Computer-Aided Design: A Statement of Objectives (1960), p. 2.

“The approach that dominates organizational theory, teaching, and practice for most of the twentieth century looked at organizations from the top-down, starting with a view of the CEO as the "leader" who shapes the organization's strategy, structure, culture, and performance potential. The nature of work and the role of the workforce enter the analysis much later, after considerations of technology and organization design have been considered. However, if the key source of value in the twenty-first-century organization is to be derived from the workforce itself, an inversion of the dominant approach will be needed. The new perspective will start not at the top of the organization, but at but at the front lines, with people and the work itself — which is where value is created. Such an inversion will lead to a transformation in the management and organization of work workers, and knowledge.”

Thomas A. Kochan (1947) American academic

Source: "Beyond McGregor’s Theory Y", 2002, p. 2: introduction; Republished in: Douglas McGregor. The Human Side of Enterprise 1960/2006. p. 366

“The approach that dominates organizational theory, teaching, and practice for most of the twentieth century looked at organizations from the top-down, starting with a view of the CEO as the "leader" who shapes the organization's strategy, structure, culture, and performance potential. The nature of work and the role of the workforce enter the analysis much later, after considerations of technology and organization design have been considered. However, if the key source of value in the twenty-first-century organization is to be derived from the workforce itself, an inversion of the dominant approach will be needed. The new perspective will start not at the top of the organization, but at but at the front lines, with people and the work itself — which is where value is created. Such an inversion will lead to a transformation in the management and organization of work workers, and knowledge. This transformation was signalled by McGregor, but we must go further.”

Wanda Orlikowski American computer scientist

Thomas Kochan, Wanda Orlikowski, and Joel Cutcher-Gershenfeld. "Beyond McGregor's theory Y," in: Douglas McGregor (1960), The Human Side of Enterprise; Annotated Edition, 2006, p. 366

“The organizational design is the responsibility of the CEO, and the designer's role is to act as midwife to aid in the rebirth of the organization.”

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