Analyse for the enterprise Hilti (Liechtenstein based)

1) One page diagnose of the organisation's archetype

- What are the situation factors?

- What are the design parameters?

- What is the most important coordination mechanism and part of the organization?

2) One page concerning strength and weakness of the archetype/ organization

- What is the archetype good at (the logic of efficiency in the archetype)

- What are the challenges of the archetype/ organization and how can they be dealt with?

3) On page discussion concerning management, the organization of a strategy development process and the type of P for strategy given the archetype

4) One page concerning the archetypes development direction

Structure experimentation dynamism sophistication or Integrated Form further growth and automation of diversification technical system Miniature Replica Effect hostility Carbon-Copy Bureaucracy Personalized Entrepreneurial Adhocracy Divisionalized Form Professional Bureau/Adhocracy By-Product Form success with one program or innovation, external control aging, success Socialized Divisionalized Form consolidation, external control, increasing economies of scale Related-Product Form Research-based Organization Unit Producer Competitive Adhocracy Temporary Adhocracy Automated Adhocracy Conglomerate Form Mammoth-Project Adhocracy Multidivisionalized Form Divisionalized Federation Form Divisionalized Adhocracy Adhocracy -Operating -Administrative environmental disparities, reduced interdependences complexity and dynamism, across different markets divisional interpendences Pull of Middle Line to Balkanize Coordination through Pull of Support Staff to Collaborate standardization of outputs) (Coordination through mutual adjustment) Figure 13-1. The pentagon