2/ what structural implications-good and bad- does this approach have? (think in terms of the six orginizational design elements.)

3/di you think this arrangement would work for other type of organizations? why pr why not? what types of organizations might it also work for ?

4/ what role do you think organizational structure plays in an organization's effectiveness? working together with your assigned group. discuss this?

A dmit it. Sometimes the projects you're working on multimillion-dollar budget. But he didn't so much enjoy hav- (school, work, or both) can get pretty boring and mo- ing to go through spreadsheets and put together Power Points, -notonous. Wouldn't it be great to have a magic button Now, however, with Pfizer's "magic button," those tasks are you could push to get someone else to do that boring, time- passed off to individuals outside the organization. consuming stuff? At Pfizer, that "magic button" is a reality for Just what is this "magic button"? Originally called the a large number of employees. Office of the Future (OOF), the renamed Pfizer Works allows As a global pharmaceutical company, Pfizer is continu- employees to shift tedious and time-consuming tasks with ally looking for ways to help employees be more efficient and the click of a single button on their computer desktop. They effective. The company's senior director of organizational describe what they need on an online form, which is then effectiveness found that the "Harvard MBA staff we hired sent to one of two Indian service-outsourcing firms. When a to develop strategies and inno- request is received, a team vate were instead Googling and member in India calls the Wouldn't you like a MAGIC making Power Points. Indeed, Pfizer employee to clarify internal studies conducted to BUTTON you could push what's needed and by when. find out just how much time its to get someone else to do all The team member then e- valuable talent was spending on your tedious and boring work? mails back a cost specifica- menial tasks was startling. The tion for the requested work. average Pfizer employee was If the Pfizer employee de- spending 20 percent to 40 percent of his or her time on support cides to proceed, the costs involved are charged to the em- work (creating documents, typing notes, doing research, ma- ployee's department. About this unique arrangement, Cain nipulating data, scheduling meetings) and only 60 percent to said that he relishes working with what he prefers to call his B0 percent on knowledge work (strategy, innovation, network- "personal consulting organization." ing, collaborating, critical thinking). And the problem wasn't The number 66,500 illustrates just how beneficial just at lower levels. Even the highest-level cmployees were PfizerWorks has been for the company. That's the number of affected. Take, for instance, David Cain, an executive director work hours estimated to have been saved by employees who've for global engineering. He enjoys his job-assessing environ- used Pfizer Works. What about Joe Cain's experiences? When mental real estate risks, managing facilities, and controlling a he gave 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. He says, "Pfizer pays me not to work tactically, but to work strategically