A NEW KIND OF STRUCTURE Admit it. Sometimes the projects you're working on (school, work, or both) can get pretty boring and monotonous. Wouldn't it be great to have a magic button you could push to get someone else to do that boring, time consuming stuff? At Prifzer, that magic button" is a reality for a large number of employees. As a global pharmaceutical company, Pfizer is continually looking for ways so he helps employees be more efficient and effective. The company's senior director of oganizational effectiveness found that the highly educated MBAS it hired to develop strategies and innovate were instead Googling and making PowerPoints. Indeed internal studies conducted to find out just how much time its valuable talent was spending on menial tasks was startling. The average Plizer employee was spending 20 percent to 40 percent of his or her time on support work (creating document typing notes, doing research, manipulating data, scheduling meetings) and on 60 percent to 80 percent on knowledge work (strategy, innovation, networking, collaborating, critical thinking). And the problem wasn't just at lower levels. Even the highest-level employees were affected. Take, for instance, David Cain, an execute director for global engineering. He enjoys his job-assessing environmental real estate risks, managing facilities, and controlling a multimillion-dollar budget. But he didn't so much enjoy having to go through spreadsheets and put together Power Points. Now, however, with Pfizer's "magic button," those tasks are passed off to individuals outside the organization. Just what is this "magic button"? Originally called the Office of the Future (00F) the renamed Pfizer Works allows employees to shift tedious and time-consuming task with the click of a single button on their computer desktop. They describe what the need on an online form, which is then sent to one of two Indian service-outsourcing firms. When a request is received, a team member in India calls the Pfizer employee clarify what's needed and by when. The team member then e-mails back a cost specification for the requested work. If the Pfizer employee decides to proceed, the cost involved are charged to the employee's department. About this unique arrangement Cain said that he relishes working with what he prefers to call his "personal consulting organization." The number 66,500 illustrates just how the company has saved beneficial Pfizer Works. That's the number of work hours estimated to have been saved by employees who've used Pfizer Works. What about David Cain's experiences? When he gets the Indian team a complex project researching strategic actions that worked when consolidating company facilities, the team put the report together in a month, something that would have taken him six months to do alone. "Pfizer pays me not to work tactically but to work strategically," he says. QUESTION 2. What structural implicationsgood and baddoes this approach have? (Think in terms of the six organizational design elements.) (12 Marks) six organizational design elements.) (12 Marks)