Organisational design is critical in transformations as they provide the concrete blueprint that turns abstract strategic intent into daily operational execution.

Processes are often disjointed and fragmented across an organisation due to businesses still being focused on managing functions rather than processes. While managing functions enables control over administrative duties and financial control, it does little to enable the creation of a customer-focused responsive company.

Michael Hammer said in 1990 that companies need to ‘stop paving the cow tracks’; meaning that companies should refrain from setting their outdated process designs in concrete, making any improvements difficult.

There is a need to touch innovation, customer intimacy, and operational excellence, to clarify what is to be achieved, where are we now, and how to restructure the company to achieve the required transformation through:

1. Ensuring the design aligns with its business strategy, goals, and environment.
2. It ensures efficient workflow within organisations for smooth and effective operations.
3. Organisational design encourages communication across various levels and functions.
4. It can also equip companies with the agility needed to respond to changing conditions.
5. It also creates a supportive environment for engagement.