![]() So when organization design problems arise, managers often focus on the most glaring flaws and, in the process, make the overall structure even more unwieldy and even less strategic. For another, it’s divisive, frequently disintegrating into personality conflicts and power plays. For one thing, it’s immensely complicated, involving an endless stream of trade-offs and variables. A comprehensive redesign is just too intimidating. Most executives can sense when their organizations are not working well, but few know how to correct the situation. Overly complex structures, such as matrix organizations, collapse because of lack of clarity about responsibilities. Promising opportunities die for lack of managerial attention. Turf wars torpedo collaboration and knowledge sharing. Strategic initiatives stall or go astray because responsibilities are fragmented or unclear. The haphazard nature of the resulting structures is a source of constant frustration to senior executives. Rather, they evolve over time, in fits and starts, shaped more by politics than by policies. Organizational structures rarely result from systematic, methodical planning. ![]() For most companies, organization design is neither a science nor an art it’s an oxymoron.
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