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• Article | Journal of Organization Design

  Corporate Headquarters in the Twenty-first Century: An Organization Design Perspective

  Sven Kunisch, Markus Menz and David J. Collis

  The corporate headquarters (CHQ) of the multi-business enterprise, which emerged as the dominant organizational form for the conduct of business in the twentieth century, has attracted considerable scholarly attention. As the business environment undergoes a fundamental transition in the twenty-first century, we believe that understanding the evolving role of the CHQ from an organization design perspective will offer unique insights into the nature of business activity in the future. The purpose of this article, in keeping with the theme of the Journal of Organization Design Special Collection, is thus to invigorate research into the CHQ. We begin by explicating four canonical questions related to the design of the CHQ. We then survey fundamental changes in the business environment occurring in the twenty-first century, and discuss their potential implications for CHQ design. When suitable here we also refer to the contributions published in our Special Collection. Finally, we put forward recommendations for advancements and new directions for future research to foster a deeper and broader understanding of the topic. We believe that we are on the cusp of a change in the CHQ as radical as that which saw its initial emergence in the late nineteenth/early twentieth century. Exactly what form that change will take remains for practitioners and researchers to inform.

  Keywords: Corporate Strategy; Organizational Design; Organizational Structure; Business Headquarters;

  Citation:

  Kunisch, Sven, Markus Menz, and David J. Collis. "Corporate Headquarters in the Twenty-first Century: An Organization Design Perspective." Art. 22. Journal of Organization Design 9 (2020): 1–32.  View Details

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• Article | Harvard Business Review Digital Articles | October 29, 2020

  How to Build a Digital Brand That Lasts

  William Collis and David Collis

  What makes a brand durable even as business models, technology and consumer behavior radically change? The key is that durable brands are adaptable brands—even legacy ones. To create durability, apply the MACE framework: 1) Mastery: Give your consumers non-transferrable rewards for using your products and engaging with your content; 2) Accessibility: Make your brand easily available to as many consumers as possible; 3) Cadence: Constantly create news and content around your brand; and 4) Ensnarement: Make your brand as sticky as possible by building in switching costs and creating network effects.

  Keywords: Brands and Branding; Business Model; Adaptation; Framework;

  Citation:

  Collis, William, and David Collis. "How to Build a Digital Brand That Lasts." Harvard Business Review Digital Articles (October 29, 2020).  View Details

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• Case | HBS Case Collection | September 2020

  Hitachi Rail Limited (A)

  David J. Collis, Akiko Kanno and Nobuo Sato

  Hitachi must decide whether to make a British executive, who has successfully built its European rail business from scratch, head of its global rail division even though the bulk of revenues for the unit still come from Japan. The case describes, the history of Hitachi Rail as the provider of trains for the Japanese Shinkansen, its struggles to build a European business with expatriates before the success of an outside hire, Alistair Dormer, in winning major contracts in the UK. By 2014, Hitachi is wondering whether to make Dormer CEO of the global rail business in order to further globalise the unit. Will an outsider and a foreigner be the correct choice for a Japanese company? How can the values of the Japanese company be preserved as it globalises? what changes are necessary to further globalise the business?

  Keywords: Global Strategy; Leadership; Values and Beliefs; Human Resources; Globalized Firms and Management; Organizational Structure; Rail Industry; Japan;

  Citation:

  Collis, David J., Akiko Kanno, and Nobuo Sato. "Hitachi Rail Limited (A)." Harvard Business School Case 721-364, September 2020.  View Details

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