My organizational structure needs to change but I am not sure where to begin. I have taken a stab at developing a new organizational chart but am not sure if it is the best solution. Any advice?

Organizational structures generally unfold over time and usually result from years of politics and 'just in time' fixes to organizational problems, rather than from any formal, methodical planning. Those who are at the forefront of restructuring, often spend time and energy developing new organizational structures by sketching boxes and populating them with existing names of people in their organization. The truth is, there is a science to organization design and without understanding some key points, leaders can often create real problems that can be felt by employees for years to come. First, it is critical to consider to what extent the structure compliments the organization's strategy. If the organization needs to be flexible and adaptable in order to respond to change but the structure is inflexible then chaos could be on the horizon. Take time to articulate the strategy and then create a structure that will allow it to be achieved.

Also, think about how the structure of the organization takes employee's strengths, weaknesses, and passion into consideration. After doing design work in various organizations, we have come to realize that people make structures work; structures do not make people work. Similarly, leaders have to acknowledge that old practices, styles, and capabilities probably won't work in new organizational structures. Understanding what needs to change and how that change is going to occur—whether it be at the individual or team level—is something that leaders need to figure out as they develop new organizational designs.

Lastly, it is important to remember, that power and control are the central elements of organizational structure change. One's identity, influence, and level of authority may be in flux, which can cause a mix of emotions including fear, excitement, and anxiety. Therefore, it becomes critical to devote just as much effort to developing an implementation plan that includes stakeholder communication to support a successful rollout as it is to creating a new organizational design.