Org Structure
Design teams, reporting lines, and value flows.
Org structure design maps teams, reporting lines, and value flows — how work moves from customer need to delivery.
Structure follows strategy. Wrong team boundaries create handoff tax and slow decisions.
Scaling past ~15–20 people, new business line, or post-merger integration.
- Clarify value streams from BMC.
- Identify core team types (discovery, delivery, GTM).
- Draft reporting and interfaces.
- Mark RACI hotspots.
- Plan hiring sequence against roadmap.
- Teams aligned to outcomes or segments.
- Interfaces defined.
- Known gaps scheduled.
- Copying big-tech titles too early.
- Functional silos blocking journey fixes.
- No plan for single-threaded leadership on critical bets.
Northvale Systems org: product squad (PM, 4 engineers) dotted line to enterprise architect; change network of plant champions — avoids IT-only rollout failure.
Acme Analytics split platform vs customer-facing analytics squads; single PM on board-export bet crossing squads.
Harbor Consulting partner circle + delivery associates + marketing cell — clarified who owns diagnostic productisation.
Clearwater Initiative org: programme lead, 3 regional coordinators, volunteer supervisor model — flat on purpose for local autonomy.
/org org-structure, IDs ORG-01. Works with RACI and stakeholder matrices.
Related techniques
Sources & further reading
- Galbraith, J. R. (2014). Designing Organizations. Jossey-Bass.