Redesigning the Corporate Centre 2001
The authors report the results of a recent large study of corporate centre transformation: a question which is often an early priority when a new chief executive takes office. This article summarises their approach to corporate centre design which maximises value creation.
Recognising that there are differences in the pattern of headquarters between countries, the authors base their recommendation for a corporate centre design process on three different roles played by headquarter staff: minimum corporate parent role, value-added parenting role, and shared services role. A case study of Burmah Castrol is described as an example of the method.
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This article is available to download in full direct from European Management Journal (Science Direct) [ Redesigning the Corporate Centre]
Goold, M. Pettifer, D. & Young, D. (2001) Redesigning the Corporate Centre, European Management Journal, Vol. 19, No. 1, pp. 83-91, February