netrashetty
Netra Shetty
Boise Cascade Holdings, LLC, which uses the trade name Boise, is an American pulp and paper company, ranked as the thirteenth largest forest products company in the world. It is composed of the assets sold off when the publicly-traded Boise Cascade Corporation renamed itself OfficeMax Inc. (after acquiring the company of the same name in 2003).
CEO
Thomas Carlile
5
Chairman of the Board
Duane McDougall
Director
Matthew Norton
2
Director
Matthew Broad
4
Director
Thomas Souleles
3
Director
Samuel Mencoff
3
Director
John Madigan
3
Director
Christopher McGowan
2
Boise Building Materials Dis...
Stanley Bell
Boise Wood Products
TL
CFO
Wayne Rancourt
Legal & Secretary
DG
Human Resources & Communicat...
JS
Strategic Planning & Interna...
KH
Operations, Materials Distri...
NS
Control & Tax
BM
Boise Wood Products
TC
Networks, Partnerships, and Alliances — organizational and departmental boundaries blur as teams reach out, in, or across to get the expertise, materials, capital, or other support they need to meet customer needs and develop new markets. Learning how to partner with other teams or organizations is fast becoming a critical performance skill.
Fewer and More Focused Staff Professionals — accountants, human resource professionals, improvement specialists, purchasing managers, engineers and designers, and the like are either in the midst of operational action as a member of an operational team, or they sell their services to a number of teams. Many teams are also purchasing some of this expertise from outside as needed.
Few Management Levels — spans of control stretch into dozens and even hundreds of people (organized in self-managing teams) to one manager. Effective managers are highly skilled in leading (Context and Focus), directing (establishing goals and priorities), and developing (training and coaching).
One Customer Contact Point — although teams and team members will come and go as needed, continuity with the customer is maintained by an unchanging small group or individual. Internal service and support systems serve the needs of the person or team coordinating and managing the customer relationship.
We are in the midst of a major transition from organization and management practices that began around the turn of the 20th century. Our cloudy crystal ball won't allow us to see which organization structure or model will dominate the 21st century. Since we're no longer in an age of mass production and standardization, there won't likely be just one type. Rather, we'll see our top organizations grow and shed a variety of structures and models to suit the their changing circumstances.
* Everyone can see and manage their work as part of a whole, interconnected system, not a bunch of parts and pieces.
* People are trusted and treated as responsible, caring, and committed adults — which is how they then behave.
* A collection of small self-contained teams or business units are many times more flexible and responsive at meeting threats and capitalizing on opportunities.
* Ownership, commitment, energy, and passion levels are much higher.
* Everyone focuses on meeting customer/partner — not the internal bureaucracy's — needs.
* People have more control over their work. This replaces the vicious cycle of learned helplessness with a virtuous cycle of hopefulness and leadership.
* Bureaucratic committees become entrepreneurial teams.
* Feedback loops are much clearer, shorter and closer to the customer and markets.
CEO
Thomas Carlile
5
Chairman of the Board
Duane McDougall
Director
Matthew Norton
2
Director
Matthew Broad
4
Director
Thomas Souleles
3
Director
Samuel Mencoff
3
Director
John Madigan
3
Director
Christopher McGowan
2
Boise Building Materials Dis...
Stanley Bell
Boise Wood Products
TL
CFO
Wayne Rancourt
Legal & Secretary
DG
Human Resources & Communicat...
JS
Strategic Planning & Interna...
KH
Operations, Materials Distri...
NS
Control & Tax
BM
Boise Wood Products
TC
Networks, Partnerships, and Alliances — organizational and departmental boundaries blur as teams reach out, in, or across to get the expertise, materials, capital, or other support they need to meet customer needs and develop new markets. Learning how to partner with other teams or organizations is fast becoming a critical performance skill.
Fewer and More Focused Staff Professionals — accountants, human resource professionals, improvement specialists, purchasing managers, engineers and designers, and the like are either in the midst of operational action as a member of an operational team, or they sell their services to a number of teams. Many teams are also purchasing some of this expertise from outside as needed.
Few Management Levels — spans of control stretch into dozens and even hundreds of people (organized in self-managing teams) to one manager. Effective managers are highly skilled in leading (Context and Focus), directing (establishing goals and priorities), and developing (training and coaching).
One Customer Contact Point — although teams and team members will come and go as needed, continuity with the customer is maintained by an unchanging small group or individual. Internal service and support systems serve the needs of the person or team coordinating and managing the customer relationship.
We are in the midst of a major transition from organization and management practices that began around the turn of the 20th century. Our cloudy crystal ball won't allow us to see which organization structure or model will dominate the 21st century. Since we're no longer in an age of mass production and standardization, there won't likely be just one type. Rather, we'll see our top organizations grow and shed a variety of structures and models to suit the their changing circumstances.
* Everyone can see and manage their work as part of a whole, interconnected system, not a bunch of parts and pieces.
* People are trusted and treated as responsible, caring, and committed adults — which is how they then behave.
* A collection of small self-contained teams or business units are many times more flexible and responsive at meeting threats and capitalizing on opportunities.
* Ownership, commitment, energy, and passion levels are much higher.
* Everyone focuses on meeting customer/partner — not the internal bureaucracy's — needs.
* People have more control over their work. This replaces the vicious cycle of learned helplessness with a virtuous cycle of hopefulness and leadership.
* Bureaucratic committees become entrepreneurial teams.
* Feedback loops are much clearer, shorter and closer to the customer and markets.