netrashetty
MP Guru
Organisational Structure of Russell Investment Group : Russell Investments is a subsidiary of Northwestern Mutual and is headquartered in Seattle, Washington, U.S.A. Its previous headquarters were located in Tacoma, Washington, south of Seattle. The firm is a Turnkey Asset Management Program (TAMP) and provides investment products and services to individuals and institutions in 47 countries. Founded in 1936, Russell focuses on a multi-manager investor approach and is the creator of Russell Indexes.
The company operates principal offices in London, Paris, Sydney, Melbourne, Auckland, Singapore, Seoul, Tokyo, Toronto, San Francisco and New York.
Russell's clients include retirement plans, endowments, foundations and investment plans of all types. Investors have access to Russell's services through a network that includes many of the world's top banks, brokers, insurance companies and independent investment advisors.
Russell has more than 1,750 associates in more than 20 offices around the world.[1] In October 2008, Russell Investments Canada Ltd. was named one of "Canada's Top 100 Employers" by Mediacorp Canada Inc., and was featured in Maclean's newsmagazine. Later that month, Russell Investments Canada was also named one of Greater Toronto's Top Employers, which was announced by the Toronto Star newspaper.[
CEO
Mathew Wright
Director
Claude Janssen
Director
Robert Lindsay
Director
Robert Lang
Director
Landon Hilliard
Director
Philip Caldwell
Director
Judith Richards
Director
Christopher Patten
Director
Rae Sedel
Director
Jonathan Bush
Director
John Beck
Director
Kevin Carton
Director
David Goode
Director
Horst Teltschik
Director
Lawrence Wong
Director
Robert Bauman
Chicago
CA
Chicago
Lyndon Taylor
Paris
PJ
An organization with a strategy-structure alignment or misalignment can be compared with the parable of the wise and foolish builders. An aligned organization is like building one’s house on the rock. When competition becomes fierce and the external environment is rapidly changing, a good strategy-structure alignment allows any organization to adjust when needed and stay focused. However, a misaligned organization makes delayed and sloppy decisions, cannot adapt to change in the business environment quickly, and has employees who are not sure which direction the business is headed.
The Bible says, “But everyone who hears these sayings of mine, and does not do them, will be like the foolish man who built his house on the sand. And the rain descended, the floods came, and the winds blew and beat on that house; and it fell,” (Matthew 7: 26-27).
When there is organizational misalignment, there is an overall feeling of chaos. For employees, strategic direction is vague. “Clarity of direction is lacking, hidden behind a haze of generalizations and grand strategy statements that don’t provide meaningful direction,”(Clemmer 1). Alignment of organizational structure is also affected.
1. Incremental change – this change focuses on individual components with the goal of maintaining or regaining congruence.
2. Radical change - this is a large-scale process which deals with the whole organization in short time. This is characterized by short bursts that lead to fundamental changes in the organization.
Coping with Organizational Revolution
If radical change is needed, existing knowledge may not be the answer, but:
by determining the weak links, source of triggers and new ideas from the environment which would allow the organization to adapt adequately to environmental changes and develop its own renewal processes in a radical way
gathering and creation of entirely new knowledge and innovations may generate radical change
letting go of old ways
hiring new innovative experts
interaction with clients
The company operates principal offices in London, Paris, Sydney, Melbourne, Auckland, Singapore, Seoul, Tokyo, Toronto, San Francisco and New York.
Russell's clients include retirement plans, endowments, foundations and investment plans of all types. Investors have access to Russell's services through a network that includes many of the world's top banks, brokers, insurance companies and independent investment advisors.
Russell has more than 1,750 associates in more than 20 offices around the world.[1] In October 2008, Russell Investments Canada Ltd. was named one of "Canada's Top 100 Employers" by Mediacorp Canada Inc., and was featured in Maclean's newsmagazine. Later that month, Russell Investments Canada was also named one of Greater Toronto's Top Employers, which was announced by the Toronto Star newspaper.[
CEO
Mathew Wright
Director
Claude Janssen
Director
Robert Lindsay
Director
Robert Lang
Director
Landon Hilliard
Director
Philip Caldwell
Director
Judith Richards
Director
Christopher Patten
Director
Rae Sedel
Director
Jonathan Bush
Director
John Beck
Director
Kevin Carton
Director
David Goode
Director
Horst Teltschik
Director
Lawrence Wong
Director
Robert Bauman
Chicago
CA
Chicago
Lyndon Taylor
Paris
PJ
An organization with a strategy-structure alignment or misalignment can be compared with the parable of the wise and foolish builders. An aligned organization is like building one’s house on the rock. When competition becomes fierce and the external environment is rapidly changing, a good strategy-structure alignment allows any organization to adjust when needed and stay focused. However, a misaligned organization makes delayed and sloppy decisions, cannot adapt to change in the business environment quickly, and has employees who are not sure which direction the business is headed.
The Bible says, “But everyone who hears these sayings of mine, and does not do them, will be like the foolish man who built his house on the sand. And the rain descended, the floods came, and the winds blew and beat on that house; and it fell,” (Matthew 7: 26-27).
When there is organizational misalignment, there is an overall feeling of chaos. For employees, strategic direction is vague. “Clarity of direction is lacking, hidden behind a haze of generalizations and grand strategy statements that don’t provide meaningful direction,”(Clemmer 1). Alignment of organizational structure is also affected.
1. Incremental change – this change focuses on individual components with the goal of maintaining or regaining congruence.
2. Radical change - this is a large-scale process which deals with the whole organization in short time. This is characterized by short bursts that lead to fundamental changes in the organization.
Coping with Organizational Revolution
If radical change is needed, existing knowledge may not be the answer, but:
by determining the weak links, source of triggers and new ideas from the environment which would allow the organization to adapt adequately to environmental changes and develop its own renewal processes in a radical way
gathering and creation of entirely new knowledge and innovations may generate radical change
letting go of old ways
hiring new innovative experts
interaction with clients
Last edited by a moderator: