The performance of any system is primarily determined by the design of that system. An optimal organizational design is one that fosters an organization’s fit for purpose. A design that is fit for purpose naturally, by the way it is designed, supports ongoing leadership transformation, develops internal capacity for progress, enhances cultural vitality, and promotes operational excellence. Fit for purpose design improves the ability of the organization to continually adapt itself and compete effectively in world of constant change and mounting complexity. In this way, optimal design meets the particular needs of all key stakeholder groups. Good organizational design promotes integrity or wholeness and operational dexterity by answering critical questions within the following three interconnected areas:

The Vision/Value. What is the unique value that the organization brings to its customers so that they gain greater competitive advantage? What do we do? For whom? Why? In support of creating unique value, what principles guide the quality of our work as well as the manner in which we work together?

The Strategy/Approach. What is the distinctive manner in which the organization chooses to fulfill the unique needs of customers—and of all the other key stakeholders that rely upon, and are critical to, the success of the organization? What is the distinctive strategy or central capability that the organization will emphasize to support the vision and achieve competitive advantage?

The Structure/Base. What is the designed alignment of structure and strategy, technology and people, practices and processes, leadership and culture, and measurement and control within the enterprise? How are each of these elements designed and aligned so as to create the conditions that support the successful achievement of the vision of the organization?


Achieving and sustaining high levels of business performance means getting many things just right. We treat the leadership effectiveness and business performance conversations, the individual and collective leadership conversations, and the mission and metrics conversations as one conversation.