foundations for organisation design

organisations too mature with age. often we see established organisations constantly reviewing their strategy and shaping organisation to such changed strategies through effective redesigns. what makes it easier for them to do that is ready availability of a culture base and inhouse capabilities. organisation culture gets built over years with its own customs,traditions,symbols, practices and unwritten norms. in some companies addressing all by first name is accepted where as in some others it is not. some companies practices open culture through trust and open communications between employees. whereas there are companies strive to achive the same effect through establishing extensive IT networks and encouraging reliance on systems. trust on employees and open communication takes a back seat. all these impact significantly on organisation design. Another factor that can impact organisation design is its innate ability to nurture talent and utilise it effectively without relying on external supports. organisations that rely on external talent for capabilities have very little control on design. the design often gets remotely controlled. this drain s the credibility in the eyes of employees. results often becomes visible in resignations of critical hands. normally companies tinker with minor factors like avoiding one -to-one reporting etc as steps in organisation design. while these are effective tactics to influence culture and capabilities on its own this will not address basic organisation design flaws. one need to look deeper. it can start from risk sharing agreements between shareholders to down to bottom normal factors like number of levels or induction points.